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This case is primarily intended fior students to evolve ideas in context to the challenges catering to a green fashion clothing line selling their products in the emerging economy of India wherein the masses are far behind considering the sustainable value of their products. In response to these challenges, the learners would be able toanalyze the influence of internal and external enhancers and inhibitors on a sustainable fashion brand to improve its scalability; articulate the factors influencing diffusion of sustainable fashion apparel; and formulate a strategic plan to aid in the growth and scalability of the brand and building micro-economies that will thrive in the future.The case also addresses topics like consumer attitude toward sustainable fashion clothing line and pricing challenges faced by such brands in developing economies like India.

This case describes the challenges faced by the co-founders, Sanghamitra and Mayuree, who introduced a sustainable fashion apparel brand called Econic. Marketing and sales of Econic’s products came with a bundle of challenges, and it was not easy to convince customers about the authenticity, quality and pricing of these products. Indian consumers had less awareness of the value of sustainable fashion clothing thereby presenting a huge challenge for Econic to flourish and sell their products in India. Thereafter, the brand aimed at expanding beyond the geographical boundaries of India. This further led Econic to face a cutthroat competition from various established players with comparatively huge market shares. Majority of Econic’s sales arose from expatriates or outlanders. Considering the response of local impediments and constraints from India, Sanghamitra began targeting the foreign markets. She saw global expansion as an opportunity for driving the brand’s growth. Eventually, Econic witnessed nascent success when the founders started exporting their products in the markets of UAE [1] and USA [2]. Contrarily, the brand’s co-founder Mayuree felt that it was too early for the brand to enter international market, and instead, it would be more sensible to focus attention in India itself. The approach of both the co-founders seemed paradoxical. At one point, Econic was facing a fierce local competition for their products. How could the brand increase awareness and acceptance of its products was an area of concern for Sanghamitra. Second, expanding into international market posed certain other challenges. The key dilemmas encountered by the co-founders continued to remain that which growth strategy should Econic adopt; how could Econic ascertain to set foot into which market; what were the likely scalability challenges they faced by entering international market; and what could be the finest marketing strategy for their brand.

The case is relevant for students in disciplines of green marketing, principles and concepts of sustainability, climate change and development, corporate social responsibility, marketing and strategy. It is designed for advanced MBA/PGDM and capstone courses.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

To ensure that students are well prepared to successfully analyze this case, they should be familiar with the following concepts, theories and principles:

▪ Stakeholder theory

▪ Concept of duty to consult and accommodate

▪ Concept of social license to operate (SLO)

▪ Concept of indigenous economic self-determination

▪ Indigenous world view

▪ Seventh generation principle

▪ Cree principles

▪ Dene principles

The information provided in this case was gathered by the authors through face-to-face interviews, phone interviews, e-mail exchanges and secondary research. Meadow Lake Tribal Council (MLTC) separates business operations from council operations through use of corporate entities (as shown in Exhibit 1 of the case). Meadow Lake Tribal Council II (MLTCII) is the corporate entity that oversees two companies referenced in the case: Mistik Management and NorSask Forest Products LP. Interviews were conducted with the General Manager at Mistik Management, Certification Coordinator at Mistik Management, Chief of Buffalo River Dene Nation, Chief of Waterhen Lake First Nation, MLTC Vice-Chief, Board Member and Advisor to MLTCII, President and CEO of MLTCII, MLTCII Business Development Consultant and a former consultant with MLTC, NorSask Forest Products and Mistik Management.

Mistik Management Ltd., a forestry management company co-owned by the nine First Nations of MLTC, was a leader in economic reconciliation in 2022. However, the company had dealt with significant challenges not long after it was established in 1989. Richard Gladue, former Chief of the one of MLTCs Member First Nations and a leader in economic development at MLTC, had been actively involved in establishing the organization. Gladue loved the life and vitality of the boreal forest in the Meadow Lake region and felt a sense of responsibility to take care of the forest and the land for generations to come. This responsibility was balanced with the acknowledgement that the forest also provided vast economic development, employment and wealth generation opportunities for MLTC and its Member First Nations.

In the early 1990s, MLTC and Mistik Management dealt with a year-long blockade by a group of protesters that included members of Canoe Lake Cree First Nation, one of the Member First Nations of MLTC. They had not been consulted on Mistik’s processes and policies, and the company’s clear-cut logging had affected their ability to continue their traditional way of life and practices on the land. After the incident, Mistik Management moved more quickly to invest in a co-management process that they were still refining and using in 2022 when consulting with Indigenous groups and communities.

A natural resource economy brings together Indigenous peoples, industry and government. In this case, students will learn about the important role that relationships play and how decisions are made when balancing complex legal, environmental and economic interests. Students will learn about the history of duty to consult and accommodate in Canada; conduct a stakeholder analysis and reflect on how decisions affect stakeholder interests; and make recommendations for meaningful Indigenous engagement strategies using the concept of social license and indigenous principles.

This case is suitable for use in undergraduate courses on indigenous business, ethical decision-making, public policy and/or natural resource development. There may also be applications in other fields of study, including anthropology, economics and political science.

If the case is used in an indigenous business course, it would be best positioned in the last third of the class, after topics such as duty to consult and accommodate, social license and meaningful engagement with indigenous communities have been covered. If used in an ethical decision-making course, it would be best used when discussing stakeholder theory and engaging in stakeholder analysis. If used in a public policy course, the case could be used to start a discussion around the duty to consult and accommodate indigenous communities in Canada. If used in a natural resource development course, the case would be best used as an example of indigenous economic development.

The case study incorporated a combination of primary and secondary data collection approach. The authors interviewed Dr Varghese, the co-founder of Sunbird Straws and the protagonist in this case study. In addition, secondary data was obtained from various sources such as newspaper articles, journal publications and company reports.

On a rosy and vibrant morning in 2017, Dr Saji Varghese, a professor at Christ University in Bangalore, stumbled upon a curved coconut leaf on the campus resembling a straw. This sparked his motivation to transform coconut leaves into a natural straw, prompting him to initiate experiments with coconut leaves in his kitchen. The process of boiling and straining leaves became his method for crafting an eco-friendly straw. After numerous attempts, he successfully produced straws from coconut leaves, introducing a distinctive and creative concept incubated at IIM Bangalore. These unique straws, crafted by Varghese, prioritised environmental friendliness and were also crafted entirely from biodegradable materials, free from harmful chemicals. These straws demonstrated durability in hot and cold beverages for up to 3 h, maintaining their integrity without becoming soggy or leaking. As the business flourished, it reached a critical juncture. The primary challenge centred around product marketing, mainly due to consumer unfamiliarity with such sustainable straws. This was a product that also fell under the category of low involvement for consumers. Raising awareness about the product and persuading consumers to purchase presented a significant hurdle. In response, Varghese assigned his team to develop cost-effective marketing strategies. Given the start-up nature of the business, advertising budgets were constrained, and the objective was to achieve a positive return on advertising spend for every investment in advertising the product. In addition, the focus was on increasing the likelihood of selling the straws on both business-to-business and business-to-consumer levels. In this case study, Varghese’s role and predicament exemplify the delicate equilibrium that entrepreneurs frequently grapple with, striking a balance between marketing strategy and return on ad spent to steer the trajectory of their businesses. It offered a valuable examination of the nuanced decisions marketers encounter as they strive for both profitability and customer-centric products.

The case study is relevant to the marketing discipline. All undergraduate and postgraduate-level marketing courses in higher education institutions can use this case study. It can also be used in integrated marketing communication or digital marketing classes. It can be used further in the hospitality and management fields. Also, online courses in marketing can include this case study.

This case is based on primary and secondary data collection. ABCo’s Founder, Jocelyn Sheppard, sat down with the author for a 75-min recorded interview in July 2022, and she provided follow-up information via email. Interview data was supplemented with secondary data from publicly available sources to fill in portions on the founder, the company’s history and its location; and triangulate the collected interview data (Creswell and Poth, 2018). There are no conflicts of interest that the author needs to disclose related to the founder or company.

The case was piloted at one institution in the Fall 2022, Spring 2023 and Fall 2023 semesters, with 59 undergraduates in an in-person social entrepreneurship course and 165 undergraduates and 33 graduate students in an online asynchronous social entrepreneurship course. All students worked through the case in groups, and as a requirement of their corresponding assignment submission, they provided feedback that was de-identified. In total, 60 groups reported their feedback, which was considered during the subsequent drafts of the case and instructors’ manual IM.

According to the anonymized feedback, the protagonist, product line, desired social impact and experienced challenges of ABCo were all said to be interesting, approachable and relatable for students, and the case piqued the interest of students coming from different majors (e.g. business, environmental issues, human services and criminal justice). Students from rural areas, or those who have family in rural areas, felt the case was particularly interesting; a handful of the students in the asynchronous online class who were unfamiliar with such settings suggested providing students with some additional contextualization of rural environments, either through class discussion with other students who had experience in those environments or additional media or text-based supports. Further adjustments also included removing a reading and a corresponding question and revising elements within the Teaching Approaches section of the IM to support the additions they suggested within the feedback (i.e. spending time to define and walk through the provided model and highlight the differences of rural entrepreneurship and entrepreneurship in the rural as a class before engaging in the related write-ups for that question).

Jocelyn Sheppard, Founder of Appalachian Botanical Company (“ABCo”), had built her company not just on a vision of revitalizing reclaimed coal mine land through planting and producing products with lavender, but also to have a social impact on the rural town of Ashford and its greater region of Boone County in West Virginia, USA. While she understood that hiring workers in need of a second chance would present its challenges, she was shocked by the depth of social need her new employees presented, which contributed to many employees’ disruptive behaviors and turnover. To approach the problem at hand, Sheppard needed to reflect on the resources around her, namely, other entities and organizations who might be able to support her efforts to improve how ABCo delivers on its social mission and, thus, helps to improve the local community and its economy. The case draws upon literature and models within rural entrepreneurship and community development to have students advise Sheppard on what she should do next to improve the social outcomes for ABCo and its employees.

This case is geared for both upper-level undergraduate and graduate courses in entrepreneurship, including in social, environmental and rural entrepreneurship courses and course modules. The case introduces students to a social enterprise struggling to get its footing in a rural context. The case would be suitable for both introductory and advanced courses, especially when placemaking/place-based entrepreneurship or ecosystem building are discussed.

Post analysis of the case study, students will be able to comprehend the significance of Six Sigma and its integration with the human resources (HR) processes in the service sector. Post case study discussion, students will be able to: examine the HR processes of ISOQAR (India) and deduce the reasons to seek change in their approach; validate the importance of integrating Six Sigma in the human resource management (HRM) framework of an organization; and categorize the difficulties encountered while implementing Six Sigma in the service sector compared to those in a manufacturing environment.

In September 2006, four senior employees of an audit firm made the decision to start their own venture. They identified a gap in a sizable and fiercely competitive auditing industry. Nishid Shivdas, Suhas Risbood, Shiv Prakash Bhutra and Burgis Bulsara, co-founders of ISOQAR (India), had distinct leadership experiences that drove the organization to concentrate on developing a broad range of services, with a focus on management consulting, training and audit services. They created a distinctive positioning in market in a short span and reported growth by building strong customer relationships, providing high-quality service and personalized attention to individual clients and meeting deadlines. The wide gamut of services included areas such as the payment card industry, data security standard, information security management systems, business continuity management, service management systems, food safety management system, Responsible Jewellery Council certification services, retail audit services and risk assessment services. They concentrated on collaborating with UKAS for their accreditations. The focus on offering great services with faster response times, a varied array of services and the expertise of its founders let them to price their services at par with some of its competitors, and even higher in few cases. It did not have a large support staff; however, the ones they had were multifaceted, both full time and contractual. Being in the service industry, the founders realized that to maintain growth as the firm aims to grow geographically, their heavy engagement in the existing operations would have to give way to more standardized processes in general and HR in particular. Ensuring the integration of the current workforce to the Six Sigma framework presented challenges.

This case is designed for second-year students enrolled in Master of Business Administration/Post Graduate Diploma in Management (MBA/PGDM) or equivalent postgraduate-level programmes, in the domain of “Human Resource.” It will enable the students to engage with the significance of “Six Sigma” being used in various processes in the HRM framework. It can also be taught to students in the domain of Marketing because of its relevance to the service sector.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

This case was based on secondary data that included various websites, news and academic articles, social media posts and press conferences before, during and after the World Cup. Multiple sources were examined to ensure the accuracy and credibility of the information presented in this case. The goal was to gather relevant information on the Moroccan soccer team, its performance in the FIFA World Cup and the leadership strategies used by Walid Regragui.

“We are the dreamers, we let it happen: Morocco’s soccer team leadership story” explores the transformative journey of Morocco’s soccer team in the 2022 World Cup, highlighting the exceptional leadership of coach Walid Regragui and the power of shared values deeply rooted in Moroccan culture. The instructional manual provides faculty with a compelling case study to inspire discussions on leadership, followership, team dynamics and cultural identity. The case emphasizes the importance of harnessing cultural roots, building trust and unity within a diverse team, strategic vision and tactical brilliance. It demonstrates that with authentic leadership, belief in shared dreams and the strength of cultural values, extraordinary achievements can be realized. The case aims to inspire and educate students, encouraging them to embrace their own cultural heritage, foster teamwork and pursue their dreams with unwavering determination.

The academic level of this case can vary depending on the specific course or program in which it is being used. It is suitable for graduate levels in various fields such as leadership studies, sports management, organizational behavior, cultural studies, or international business. The case provides a comprehensive analysis of leadership, team dynamics and cultural identity, including faith and spirituality, making it adaptable for different academic levels and disciplines. Instructors can adjust the depth of analysis and additional readings or activities to align with the specific educational level and learning objectives of their course.

The learning objectives of this case study are based on Bloom’s taxonomy. Upon completion of the case study discussion and exercises, successful students will be able to design a leadership transition and succession plan for non-profit organisations; identify and evaluate critical skills and competencies required in leadership positions; and frame expectations and responsibilities for new and departing executives.

Apar Gupta co-founded Internet Freedom Foundation (IFF), a digital rights organisation born out of SaveTheInternet – Net Neutrality movement of 2015, credited for urging the Telecom Regulatory Authority of India to uphold net neutrality in India. And ban zero-cost internet services that promoted data discrimination in the country. After working on and winning the net neutrality movement, Gupta identified many areas in technology where democratic rights had not been identified or were yet to be clearly defined (like in the case of net neutrality). There was also a service gap between the existing internet volunteer groups and digital rights organisations, which could IFF fill. This was to provide objective clarity, stakeholder identification, handle policy discussions and, most importantly, arrange resources to support movements over the long term. This prompted him to co-found IFF in 2017, which he later joined as a full-time executive director in 2018. IFF worked at the intersection of technology, democratic rights and government policies and was comparable to some global organisations, such as the Electronic Frontier Foundation in the USA and the Open Rights Group in the UK. Still, none existed in India at the time. After four years as a full-time executive director in 2022, he was convinced that it was finally time for him to act on the pre-defined strategic departure plan and work towards succession for the executive director position. While there were visible gaps in the system, Gupta’s leadership design and plans had helped IFF overcome existential challenges in the past. Also, while digital rights were still at a nascent stage in emerging economies, under Gupta’s leadership, IFF had delivered unmatched value to its beneficiaries in the world’s biggest digital consumer market. However, constant changes in regulations and continuing financial constraints made him nervous about the outcomes of the succession and the overall sustainability of IFF. Gupta wanted to ensure that this phased transition from executive director after two years and then trustee manager after the next four years are carefully communicated to reduce the likelihood of attrition and loss of trust.

Being the co-founder and the first and only executive director IFF had seen, the organisation would also require significant skill and competency mapping to identify the new executive leadership. But with no clear internal successor in sight, the non-profit trust would also need a successor who not only was competent but also would share a passion for the type of work done by IFF, its unique delivery mode, and also would openly inherit its position in society. The other alternative strategic routes present were to look for dual leadership or interim leadership, but then there could be concerns about Gupta’s influence overshadowing any such alternative.

In the case scenario, IFF is planning for succession while navigating the organisation through financial constraints and constant regulatory changes to ensure long- and short-term sustainability.

The case study has been written to gain insights into departure-defined successive planning in non-profit organisations. The case study can also be used to gain insights into innovative start-ups and innovative non-profit start-ups, as digital rights are still at nascent stages in emerging markets. The case study will be valuable for courses such as human resource management, strategic human resource management, social entrepreneurial leadership, leadership development, start-up environment, innovation and entrepreneurship, public policy, development studies, cyber security and information technology. The case study also allows students and young professionals to take the perspective of an innovative start-up founder and design a departure-defined succession plan. The case study can also be useful for senior students wanting to undertake an entrepreneurial career by starting or joining a non-profit organisation. While the case study is suitable for postgraduate- and executive-level courses, it can also be used for conducting entrepreneurial workshops and skill training.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

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.

The learning objectives include understanding the unique environment and challenges that business leaders face when developing new businesses in emerging markets, evaluating the firm’s internal and external environments, analyzing sales data and distribution channels and formulating new strategies.

Dos Hemisferios Winery, founded in 1999 as a hobby, grew into a family business. The Ecuadorian winery expanded production after winning an international award for its Paradoja blend in 2009. With a $10m investment in a new plant in 2017, the winery capacity increased to 500,000 bottles. President Robert Wright recognized the need to increase sales, aiming to sell at least 425,000 bottles annually at an average price of $8 per bottle to break even and become profitable in 2024. To tap into Ecuador’s top market in Quito, representing 46% of sales, Dos Hemisferios aimed to boost monthly revenues to $50,000 by addressing challenges such as low awareness and consumer reluctance. Initiatives under consideration included partnerships and events, winery tours, enhanced social media, new products and improved sales channel distribution.

The Dos Hemisferios case is appropriate for upper-division undergraduate and graduate students in global business and strategy courses. The learning objectives for the case study include: understanding the unique environment and challenges business leaders face when developing new businesses in emerging markets; evaluating the firm’s internal and external environments to determine its strengths, weaknesses, opportunities and threats; analyzing sales data and distribution channels for the business; and providing students with the opportunity to formulate strategies to gain more share of the Ecuadorian wine market.

Teaching notes are available for educators only.

CSS 11: Strategy.

The case uses secondary data. The data was collected from the company’s founder.

ParisZigzag is a media-experiential company engaging in media-related activities, such as content creation on social networks, designing and producing books and magazines, with a distinct focus on lifestyle themes. Additionally, the company organizes tours and cultural events in Paris that resonate with and enhance specific lifestyle choices or cultural identities. The company uses both online media and events as tools for advertising, allowing brands and companies to enhance their visibility among audiences. During the global health crisis, the capacity to swiftly adapt and transform proved to be a critical factor for ParisZigzag.

This case study shows how a fast-growing startup could cope with an uncertain and threatening economic and health environment, in particular:

1. entrepreneurs’ reactions to crisis and the crucial role of resilience in responding quickly and constructively to crises and ensuring a startup’s survival; and

2. the significance of proactive planning for future strategies and adapting the business model to tackle forthcoming challenges.

This instructional case can be used in financial and managerial accounting courses and entrepreneurship courses of the graduate or undergraduate level of business programs. This case requires fundamental knowledge in accounting and management.