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This case was developed via primary data collected from personal (one to one) interview with the CEO and founder of Dialogue in the Dark Malaysia (Dialogue Malaysia), Stevens Chan. With Stevens’ contact, the authors also conducted personal interviews with Kaye Chan (co-founder and wife of Stevens Chan), Lynn Foo (project manager since inception until early 2022) and Dr Foo Yin Fah (academic researcher in social entrepreneurship and advisor for Dialogue Malaysia). Secondary data included reports on visually impaired context in Malaysia, Dialogue Malaysia’s annual reports and online articles. Prior to the primary data collection, the authors obtained ethics approval from the University Human Ethics Committee (Project ID: 35461).

This case narrative focuses on Stevens Chan, a blind social entrepreneur who champions the empowerment of the disabled and marginalised community. Through a social franchising model, Stevens founded Dialogue in the Dark Malaysia in 2012. As a social start-up, Stevens showcases the strengths of blind and visually impaired individuals through transformative experiential encounters and reimagining future possibilities. Although there are constant challenges in securing financial and human capital, Stevens never lacks psychological capital, characterised by hope, self-efficacy, optimism and resilience. His vision is to educate society on the power of empathy (and not sympathy) and to create a holistic experience of celebrating diversity and inclusion through an innovative discovery centre, where the elderly and the disabled community (including the deaf, mute and those with mobility issues) share their lives with the public through fun activities. However, the future of this social enterprise is uncertain, and this case invites participants to embark on this journey with Stevens to uncover future pathways for growth and social impact.

The case is tailored for higher level undergraduates and entry-level and mid-level managers of executive education programs.

After completion of this case study, students will be able to understand about characteristics of urban poor in the city of Mumbai which will aid in understanding about other emerging markets as well, to apply Health Belief Model to help students analyse behaviour change model, to apply social marketing strategies to popularize a social marketing cause, to learn about non-traditional intermediaries and apply to promote a social marketing cause, to apply Ansoff matrix and evaluate various strategies for growth and to analyse various challenges faced by social entrepreneurs and enable learners to arrive at solutions (applicable for social entrepreneurs and marketing executives).

This case study looked at a Mumbai-based organization, Medow Brite Enterprises, which sold sanitary napkins under the brand FeelOn to women particularly from urban poor background. The protagonist Mrs Ameeta Neel Ramesh was at the helm of the organization and was stuck with a dilemma – whether to enter rural markets or focus on selling incinerators and aid in disposing used sanitary napkins which was adding to the volume of non-biodegradable waste in the city. In 2019, Neel Ramesh made her first investment in Medow Brite. The organization had seen turbulent times during COVID-19 outbreak. However, Neel Ramesh with her astute strategy, helped the company get back on its feet. Medow Brite instead of manufacturing started procuring quality sanitary napkins from specific vendors. In contrast to many other sanitary napkins available in the market, FeelOn had cotton sanitary napkin variant without presence of plastic in the pads. Neel Ramesh had taken a different route for sale of her sanitary napkin, she conducted awareness sessions with the help of non-governmental organizations in various locations of Mumbai as well as Maharashtra. Post these sessions she sold her sanitary napkins among the attendees of the awareness sessions.

The case study can be included in marketing management course, consumer behaviour as well as social marketing courses in both undergraduate level and postgraduate level. In addition, the case study is also suitable for social entrepreneurs and marketing executives to discuss about non-traditional sales and marketing approaches, identifying unique segments and understanding behaviour change theories.

Teaching notes are available for educators only.

CSS 8: Marketing.

The case study can be used for the course of entrepreneurship and is appropriate for postgraduate students. Discussion would be the most appropriate method for teaching this case study. Through Nutan’s words, students could gain a first-hand glimpse into the transformative journey of a rural woman entrepreneur.

In 2018, Nutan Jha embarked on a remarkable journey by establishing Nutan Creations, a micro-enterprise situated in Kharrak village, Jhanjharpur, Bihar (India). This case study aims to achieve multiple objectives: understanding the operational obstacles confronted by a rural woman entrepreneur, acknowledging the inseparable connection between business and social issues in rural contexts, moreover shedding light on the intersection of gender, entrepreneurship and cultural preservation through traditional Madhubani painting art form products. This distinctive combination brings a fresh perspective to the research, offering unique insights into the challenges and triumphs experienced by rural women entrepreneurs. The findings of this case study exemplify the intricate interplay between business and social concerns in rural areas, portraying an inspiring depiction of how determination, adaptability and robust support networks can conquer hurdles and foster transformative changes.

The case study has been designed for the students of business administration and entrepreneurship who have completed their elementary model on marketing comprehend. The students should need to understand the concept of entrepreneurship and the basics of digital marketing strategy to ensure effective learning.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

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.

After completion of the case study, students will be able to understand the format of for-profit social enterprise working for menstrual hygiene sustainability and its contribution toward U.N. Sustainable Development Goals, to appreciate the company’s alignment with the triple bottom line framework, to analyze the blue ocean mechanism that the company has developed to create an impact and to critique the strategies the Asan Cups company could adopt to increase its market share and growth.

Asan Cups was a for-profit social enterprise founded by Ira Guha in 2021. The company crafted reusable menstrual cups from liquid silicone, sporting a patented design in India, the UK, Europe and the USA. Successfully retailing its products in India, the UK and Europe, Asan Cups operated on a bootstrap model with a compact team of four, led by its visionary founder. From the get-go, the company embraced a compelling 1-for-1 donation initiative. For every cup sold, Asan Cups generously donated another to women who could not afford it. Collaborating with nongovernmental organizations, schools, educational institutions and social workers, the company spearheaded campaigns to heighten menstrual hygiene awareness. This proactive approach aimed to boost the acceptance of menstrual cups among rural women and championed the cause of environmental sustainability. The company did not just stop at providing an eco-friendly alternative. Asan Cups fervently educated the masses on the detrimental environmental impact of traditional disposable period products like sanitary pads and tampons. Fast-forwarding to 2023, Asan Cups had garnered approximately 30,000 users, with the adoption rate steadily climbing. The company strategically used an education-intensive model to foster awareness about period products in collaboration with partners nationwide. However, being a for-profit entity, the founder, Guha, was at a crossroads. Balancing the need for profitability, there was mounting pressure to explore additional revenue streams and expand operations and market reach. The dilemma loomed large: opt for a quicker marketing strategy or stay true to the company’s foundational education-centered approach. This case study delves into the dynamic strategies, impactful operations and growth scenarios Asan Cups navigated since its inception. It examines the pivotal choices faced by the founder and explores potential strategies for sustained growth.

This case study can be used at both undergraduate and master’s levels. The case study will be handy for strategic management and business strategy courses and can also be used for social entrepreneurship, marketing and entrepreneurship courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

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.

The main data used to develop this case were remote, synchronous interviews with the three characters in the case. The authors conducted two interviews with the main character in the case, Geoff Brown, specifically: (1) an initial 30 min interview to determine the fit and focus of the case and to help create the interview protocol for the full case interview (this initial interview was conducted on March 12, 2024); and (2) an hour-long interview to ask targeted questions to fully develop the case narrative (this interview was conducted on March 28, 2024). Geoff Brown was also involved in reviewing drafts of the case, approving the final version of the case and reviewing the assignment questions in this instructors’ manual (IM).

This case focuses on Geoff Brown, Executive Director at Alberta Chicken Producers (ACP), which is a not-for-profit organization in Alberta, Canada, that is responsible for representing 250 regulated chicken producers. Brown is grappling with what to do with the remote/hybrid work policy at ACP. Part of the impetus for reconsidering this policy was the comments from ACP’s long-tenured Office Manager and Executive Assistant, who had been asking Brown to bring this policy forward to a staff meeting for discussion throughout the past year. Brown now feels ready to move these discussions forward but is unsure of how to proceed and what the best practices would be to ensure that the policy in place for remote work is beneficial for work engagement, individual and organizational work performance, work–life balance, employee relationships and fairness perceptions.

The target audience for this case is undergraduate and graduate students taking a course in the disciplines of human resources management or organizational behavior. This case will be especially relevant for a human resources management course when studying the topics of employee benefits (e.g. work–life balance), health and safety (e.g. stress) and work design (e.g. telecommuting), and this case will be especially relevant for an organizational behavior course when studying the topics of motivation (e.g. fairness), communication, organizational culture and decision-making.

The data has been provided by the protagonist in the form of interviews, tables and figures.

Abdul and his team, comprising MS Finance graduates from Lahore University of Management Sciences, embarked on a transformative process that led to the inception of their startup, Ingine. Originating from a discarded idea of importing recycling machines, the team pivoted to address a significant gap in the influencer marketing industry. They envisioned a subscription-based software-as-a-service platform that streamlines interactions between influencers and businesses, emphasizing secure payment processing, messaging and feedback features. The narrative underscores the intricate connection between influencer marketing and the return on investment for small businesses, recognizing the challenge of decoding tangible financial gains. Ingine’s mission is to unravel this puzzle, optimizing small businesses’ investments in influencer marketing while navigating the complexities of crafting a competitive influencer compensation model. The team’s background, strategic considerations and commitment to fostering sustainable relationships between influencers and businesses serve as a compelling backdrop to Ingine’s entrepreneurial aspirations.

The case can be used in entrepreneurship and entrepreneurial finance. The case can be used in undergrad, master’s, MBA, executive MBA and short executive programs. The complexity of a case can be increased or decreased depending on the level of class, i.e. start, middle or end of the course, and the time allocation, i.e. 90 min.

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.