Case studies

Teaching cases offers students the opportunity to explore real world challenges in the classroom environment, allowing them to test their assumptions and decision-making skills before taking their knowledge into the workplace.

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Case study

Adarsh Garg

After working through the case and assignment questions, students will be able to understand the following: the functioning of the microfinance institutions (MFIs); how…

Abstract

Learning outcomes

After working through the case and assignment questions, students will be able to understand the following: the functioning of the microfinance institutions (MFIs); how the importance of using information technology (IT) can generate a competitive edge; and how emergent technologies, business analytics play a significant role in the expansion of business by helping in decision-making and meet up the corporate social responsibility by ethical disposal of electronic waste.

Case overview/synopsis

Fusion Microfinance Private Limited is a start-up company with a vision to build a professionally managed MFI that can achieve a healthy amalgamation of social and financial sustainability. It is operational in the less penetrated North Central part of India spread across four states (Madhya Pradesh, Uttarakhand, Uttar Pradesh and Delhi). Fusion appreciated the importance of IT and gradually leveraged IT to help the automation of various functions. Fusion wants to further optimize the organizational outreach to its rural clients by integrating its core function with IT. IT facilitates its huge client network conveniently with the usage of IT. Fusion also aims further to reduce its carbon footprint, thus moving towards the goal of achieving environmental sustainability through IT.

Complexity academic level

Undergraduate- or graduate-level course on management information systems, environmental sustainability or emergent technologies.

Supplementary materials

Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study

Sonia Mehrotra and Uday Salunkhe

The learning outcomes of this paper is as follows: to explain the importance of rationalizing business operations to achieve efficiencies. To explain the importance of…

Abstract

Learning outcomes

The learning outcomes of this paper is as follows: to explain the importance of rationalizing business operations to achieve efficiencies. To explain the importance of constantly re-inventing the product portfolio and the business for the survival and growth of the business. To discuss the use of product-market expansion strategies as used by businesses for growth and sustainability. To evaluate the internal challenges faced by a company as they adopt business strategies for business growth. To discuss a firm’s strategy to exploit significant opportunities in an evolving business environment.

Case overview/synopsis

Panasonic Life Solutions India Limited (PLSIND) an electrical products company with operations in India – an emerging market has set a Vision 2022 to achieve INR 69.21bn revenue target by the year 2022. PLSIND is marketed through the distributor business to consumer sales channel. To achieve the new growth targets, it was imperative for them to expand the product portfolio and explore marketing through the new business to business (B2B) and business to government (B2G) sales channels. Dinesh Aggarwal the Joint Managing Director of PLSIND was tasked with this responsibility. Both propositions depicted attractive business potential but at the same time came with additional risks of a longer sales/revenue cycle. PLSIND to a certain extent had ventured into new business projects with the launch of home automation, solar solutions for industries and smart street lighting business projects. In 2019, they also made a modest beginning by achieving revenues of INR 3.4bnn (constituting 10% of their aggregate revenues of INR 34bn) from B2B/B2G sales channels. Aggarwal believed that this was a good beginning. However, to achieve 2022 growth targets, they had to aggressively move forward with the new business strategy. Aggarwal had to work with the management team to gain acceptance and then to manage these additional risks for growth that came with this new business strategy. How could he win the confidence of the management team? How could he best reorganize the business teams and processes internally to enhance the required operational efficiencies for business growth?

Complexity academic level

This case is designed for business students at the MBA or executive MBA level courses.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study

Kumar Ramchandani and Kinjal Jethwani

The learning outcomes are as follows: understand the mechanism of sourcing and allocation of funds in the Indian banking industry; compare financial indicators of Yes bank…

Abstract

Learning outcomes

The learning outcomes are as follows: understand the mechanism of sourcing and allocation of funds in the Indian banking industry; compare financial indicators of Yes bank with the industry average and interpret the hidden stress; understand the role of NPAs in the banking industry and analyze Yes bank’s performance; and identify the possible red signals in the business model of Yes bank.

Case overview/synopsis

The case narrated the story of Yes bank which was considered as one of the most promising and rising banks of India. The stock of Yes bank had been the preferred investment choice for many investors because of its outstanding performance in almost all the important parameters of the industry since 2005. Since its inception, investors favored the stock with an assumption that this new generation bank had a unique as well as a sustainable banking model. However, after the year 2016, Reserve Bank of India (Indian central bank and banking regulator) found huge under-reporting of non-performing assets (NPAs) in the three (i.e. 2015–16, 2016–17 and 2018–19) out of its four annual regulatory inspections, casting doubt in the way Yes bank functioned. Risk and aggression seemed to be the two most important aspects of Yes bank’s culture and this case tried to narrate the same through various financial indicators. The ratio comparison with the industry average indicated the possible gray areas of Yes bank, which was once considered as the most promising bank of India. Unfortunately, even the change of guard at the helm of Yes bank did not change the fate of the bank.

Complexity academic level

MBA/PGDBA/Executive MBA.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 1: Accounting and Finance.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study

María Elizabeth Arteaga

This case teaches participants to: identify evaluation feasibility criteria for project alternatives according to their typology (market, techniques, finances…

Abstract

Learning outcomes

This case teaches participants to: identify evaluation feasibility criteria for project alternatives according to their typology (market, techniques, finances, environmental and social), starting from the analysis of the information available about them. Prepare a comparative project alternative evaluation table, applying good business analysis practices promoted by PMI® and other authors for selecting the most viable project option that will add the most value to the organization.

Case overview/synopsis

At the start of 2013, Acería Ecuatoriana, because of a million-dollar investment that had been started by its general manager, Pérez, increased its melting and steel production capacity from 100,000 tons per year to 220,000 tons per year. This implied a greater demand for industrial gases and require its main additional supplier to deliver. Demand increase caused Grupo Lindo Ecuador´s plant saturation, unit separation air 1. For this reason, Grupo Lindo Ecuador had to import considerable oxygen amounts and this increased its cost of production. This caused Cadena to seek the establishment of a strategic alliance with Acería Ecuatoriana, for the purpose of developing a project for gas production (oxygen, nitrogen and argon). In September of the same year, Nelson became interested but required to know the Grupo Lindo Ecuador project proposal before signing the strategic alliance.

Complexity academic level

The case is addressed to an audience made up of graduate students (graduation and Master’s Degree) who have managerial experience and would like to improve their project management empirical practices.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 9: Operations and logistics.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study

Ritu Srivastava and Yogesh Yadav

To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To…

Abstract

Learning outcomes

To enable the students to appreciate the importance of the retail business environment and identification of opportunities set in the context of an emerging market. To make students understand how a value proposition (product) is crafted in a retail organisation. To introduce the technique of developing a service blueprint for designing the retail consumption experience. To induce students to analyse on what criteria should retail business models be evaluated. To introduce the students to the concept of omnichannel retail strategy.

Case overview/synopsis

The case is about a value-retail chain We Mart India facing the sudden lockdown situation in April 2020 because of the Covid-19 pandemic hitting India. Shailesh Mehta, the Chief Operating Officer of We Mart is wondering what he should do post the lockdown to bring back the retail chain to its pre-Covid fast-paced growth of 25% YOY in June 2019. We Mart focussed on physical stores as a part of its strategy with an emphasis on the in-store experience. The company catered to the aspirations in fashion for the youth through a series of fashion apparel and accessories in Tiers 2 and 3 cities. The company had grown successfully in two decades and had expansion plans for 2020, which now seemed hazy because of this unpredicted biological disruption impacting businesses. Mehta’s worries were intensified by the change in the consumer trend that was witnessing a shift from offline to online. He wondered about how to incorporate this change and also realign the corporate growth plans in amidst of a challenging situation. To add to his woes were thoughts about established competitors online already apart from the existing offline ones. Research methods: This case is based on primary and secondary data gathered through interviews and publicly available secondary sources. The name of the company and protagonist have been disguised.

Complexity academic level

The case is suitable for post-graduate (masters in buisness administration) level courses on retail management. The length of the case enables the participants to even read in the class.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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Case study

Tulsi Jayakumar, Aarti Punjabi and Jyotsnaa Shah

Part A – to identify the challenges of inducting and nurturing next-gen leaders, to outline the building blocks for the successful induction of the next generation into…

Abstract

Learning outcomes

Part A – to identify the challenges of inducting and nurturing next-gen leaders, to outline the building blocks for the successful induction of the next generation into the family business and to spell the importance of mentoring conversations as a tool for successful induction in the family business. Part B – to define the basic tenets of effective communication-goal setting, planning and action using the goals, plans and action framework, to build a “listening” environment through understanding the hearing, understanding, remembering, interpreting, evaluating, and responding mode and to relate the importance of “questioning” in diagnosing a problem and reading both verbal and non-verbal cues in communication.

Case overview/synopsis

The two-part case describes the role of communication amongst young family business scions and a mentor’s role in shaping such communication. Part A traces the induction of Aditya Gandhi, a fourth-generation scion of Gandhi Gems and Jewels, a 110-year old Indian family business dealing in precious gems and jewels. It deals with the challenges of mentoring and successful induction of the next-generation into family business Part B of the case describes the communication between Aditya Gandhi and the proprietor of Gandhi Gems and Jewels’ key client, Ghanshyam Das. It deals with the tenets of effective communication as should be understood by young next-generation family members.

Complexity academic level

The case can be used in an executive programme for owners of family businesses or in an undergraduate or post-graduate programme in general business administration or family business management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study

Srinivas Rao Pingali and Jyothi Rani Korem

The learning outcomes are as follows: to understand the management styles and motivations of SME founders; to understand how SMEs innovate with limited resources; to…

Abstract

Learning outcomes

The learning outcomes are as follows: to understand the management styles and motivations of SME founders; to understand how SMEs innovate with limited resources; to develop and evaluate technology and platform options to solve operational and business model issues; to build a transforming strategy by leveraging technology; and to understand the agricultural industry and its significance to emerging economies.

Case overview/synopsis

The case is about a Small and Medium Enterprise in India that focussed on the agricultural sector. The company was owner operated and highly successful. As a result, the owner decided to maintain status quo till the COVID-19 crisis forced the company to relook at its strategy and innovate for the second time in its history.

Complexity academic level

MBA.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study

Vinit Vijay Dani and Meeta Dasgupta

The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a…

Abstract

Learning outcomes

The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations.

Case overview/synopsis

GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically.

Complexity academic level

Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study

Pravat Surya Kar and Meeta Dasgupta

Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.

Abstract

Learning outcomes

Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.

Case overview/synopsis

In the past two decades, imaging Goa (IG) and Azim Shaikh had weathered many business crises. However, as the COVID 19 pandemic unfolded, he became aware of critical fault lines in his B2B selling model. IG offered customised digital display solutions, but its primary source of revenue was B2B selling of interactive flat panel display (IFPD) devices. It, respectively, controlled about 35% and 3% of the market share of IFPD sales, respectively, in Goa and western India. IG’s success in the B2B segment was because of Shaikh’s ability to build strong relationships and customised solutions in an emerging market context. To deal with the COVID pandemic, the Indian Government had imposed a country-wide lockdown, which forced organisations to adopt work from home. This, in turn, created a pull for IFPDs. Yet, very soon Shaikh realised, in the new normal, there was a growing mismatch between his selling efforts and outcomes. Though overall revenue had not fallen much, but the veteran seller had started doubting his tried and tested relational solution selling model. Case dilemma involves the selection of appropriate selling approaches e.g. solution, insight or tiebreaker selling for different situations. This case also offers an opportunity to discuss, how to use online channels to complement B2B selling.

Complexity Academic Level

This teaching case study is suitable for the graduate-level programme in marketing management.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study

Tauseef Iqbal Khan, Syed Ali Raza and Mahesh Devji

The learning objectives of this case study are listed below: • What is corporate social responsibility (CSR)? • The role of CSR in creating opportunities to growth. …

Abstract

Learning outcomes

The learning objectives of this case study are listed below: • What is corporate social responsibility (CSR)? • The role of CSR in creating opportunities to growth. • Distinguish the ways in which social marketing evolved differently in urban and rural areas. • Obstacles in CSR • CSR beyond the competition.

Case overview/synopsis

The case of CSR by Reckitt Benckiser (RB) follows the marketing practices through purpose-led marketing through CSR. RB Pakistan Limited is a fast-moving consumer goods provider in Pakistan following a vision of the world where people are healthier and live well. The purpose is to make a difference by giving people innovative solutions for healthier lives and happier homes. This means they are expending their capabilities and investing in innovation to stay ahead of the game. RB is trying to achieve this vision by following the strategy of health and hygiene awareness in rural marketing through various types of communications, by introducing low price products to reduce diarrhea and open defecation. In urban areas, the young generation is the trend creators and they are much involved in awareness of state of the world. RB is committed in providing innovative solutions with the help of well-organized programs such as reaching new moms, educating them and providing awareness sessions in schools to students for handwashing practices. RB carries these activities with the help of non-government organizations and small support of Government of Pakistan.

Complexity academic level

This case is appropriate for MBA (Marketing) courses. The case explains the significance of CSR in capitalizing the growing trend and unleashing untapped areas and remaining competitive by providing innovative solutions. The case can be taught to the strategic marketing students.

Subject code

CSS 8: Marketing.

Supplementary materials

Teaching Notes are available for educators only.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

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1 – 10 of over 2000