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Undergraduate, postgraduate and corporate education.

This case describes Ayanda Mbatha’s response, attitudes and beliefs after retrenched from his position as a technician and draughtsman at Rheinmetall Denel Munition during the COVID-19 pandemic. Mbatha responded with resilience to losing his job. Mbatha’s attitudes and beliefs enabled him to creatively search for a new job amidst escalating retrenchments. The case examines the factors important for resilience and demonstrates why resilience is an essential skill for individuals dealing with adversity. The case dilemma involves the choices Mbatha had to make during and after the retrenchment process initiated by his employer.

We designed this case to facilitate the understanding of what is resilience and why resilience is an essential skill for individuals facing adversity. Specifically, the case aims to help students to: 1. Describe the construct of resilience in the context of individuals. 2. Identify factors that promote resilience. 3. Explain what resilient individuals do in the face of adversity. 4. Evaluate the importance of resilience during adversity. 5. Evaluate the role of prior adversity in the development of resilience.

Teaching Notes are available for educators only.

CSS 6: Human Resource Management.

Post-graduation.

Strategic Management and Entrepreneurship.

By July 2021, the curve of COVID-19 second wave started flattening. Hetika Shah, the founder of Sanctuary Innovative Safety Equipment, was unsure whether her business would survive in the long run. The company manufactured 4S Shield N99 masks. The business was doing well when the COVID curve was at its peak; however, the sales wobbled with the flattening of the curve. As the company had manufactured the product, especially for doctors who need protection from COVID, the demand showed a sudden fall after the second wave. She was certain that the business would not survive only on 4S shield mask. Diversification of this business seemed to be a suitable idea, where she could manufacture other safety equipment for the manufacturing industry. At that time, she had neither done market research nor had any prototype for such equipment. This variety of products required a huge investment of funds and time. But, as per the market demand of the existing product, it was crucial to make quick decisions for business survival. She had options in front of her, but the uncertainty of the market deterred the decision-making. She was at a junction with three possible choices: One option was to stay in the business of masks and expand it in medical devices market under health-care industry. The masks could be used by doctors engaged in the treatment of other diseases. She planned to distribute masks to doctors treating tuberculosis and cancer. Another option was to shift her attention to diversification of the business and enter the market of safety equipment under manufacturing industry that demanded more investment and a lot of market research. The main idea was to come up with innovative safety equipment. Though, this opportunity came with its array of risks. The last option was to shift towards her underdeveloped chiller prototype for industrial use. By that time, the prototype was 75% complete. Still, it required a lot more time and attention to be brought at the commercializing stage.

The case study can be used in the Entrepreneurship and Strategic Management course. It would be suitable for students at the post-graduation level. Discussion would be on the appropriate teaching method. Though there is no prerequisite, it would be better if students had a basic understanding of entrepreneurship and strategic management. It discusses the entrepreneurial dilemma of starting a business. Furthermore, the case explains the decision dilemma of the entrepreneur about the continuance of existing business, expansion and diversification. Students will be able to understand the following concepts: business plan, business development, strategic decision-making in business, entrepreneurial opportunities, sustainability of an enterprise and challenges faced by entrepreneurs. After this case study, students will be able to understand the following models and theories: uncertainty-bearing theory of entrepreneurship, porter’s generic strategy, porter’s five competitive forces, strengths, weaknesses, opportunities, and threats (SWOT) analysis, scenario planning, Ansoff’s growth model and social role theory.

Teaching Notes are available for educators only.

Women entrepreneurship.

CSS 3: Entrepreneurship.

This case study can be used in graduate- and executive-level.

This case study can be used in entrepreneurship, leadership, crisis management, business succession, organizational behaviour and business expansion.

In 2020, the EtonHouse International Education Group (EtonHouse) celebrated its 25th anniversary. Under the leadership of Ng Gim Choo, founder and managing director, EtonHouse has become a renowned education provider noted for its well-designed inquiry-based curriculum. Since its initial expansion in Singapore, the institution has spread across the world. Throughout its history, EtonHouse has faced many crises. However, employing paradoxical leadership, Ng Gim Choo has managed to accommodate conflicting demands and guide EtonHouse away from adversity. In early 2020, the coronavirus pandemic (COVID-19) posed an unprecedented challenge to EtonHouse. In addition to developing business strategies in response to COVID-19, Ng Gim Choo has been considering whether the time is ripe to hand over the reins to Ng Yi Xian, her son and EtonHouse successor.

By presenting the dilemma of business succession in crises, the case study facilitates in-depth discussion of several issues related to family business succession, succession planning and crisis management. Students will be able to explore the following issues: 1. The concept and implications of paradoxical leadership and its application in business decisions. 2. How to lead during crises. 3. The tension between succession plans and crisis management. 4. The characteristics and implications of woman entrepreneurship.

CSS 3: Entrepreneurship.

This case study provides in-depth, practical knowledge to develop business strategies for the management program. After reading this case study, the students will be able to learn about the challenges and problems that service firms face during a crisis, the drastic changes in the market environment due to a crisis and the analysis tools that can be used when analyzing the shifted market environment. By analyzing this case study, students will be trained for the decision-making that arises in the process of crisis management in the hotel industry.

Nam Nghi Resort, situated on the picturesque Phu Quoc Island in Vietnam, experienced the tumultuous period of the COVID-19 pandemic. Before the pandemic, Nam Nghi was a thriving five-star resort, deeply rooted in Vietnamese culture and renowned for its luxurious amenities and breathtaking location. However, the onset of COVID-19 brought unprecedented challenges to the hospitality industry, leading to a sharp decline in tourism and revenue. Despite the adversity, Nam Nghi implemented risk management practices successfully and displayed resilience and adaptability. Through rigorous cost minimization, strategic facility upgrades and targeted marketing efforts, Nam Nghi managed to navigate the crisis and gradually rebuild its business as travel restrictions eased. As the industry began to show signs of recovery, the general manager faced new challenges in restoring the resort’s prepandemic vitality. The challenge remained of understanding changing consumer values and market dynamics.

This case study can be used as class material for Master of Business Administration (MBA) students. In particular, MBA students in the hospitality industry such as hotels, resorts, travel agencies and restaurants are the target audience.

Teaching notes are available for educators only.

CSS 12: Tourism and hospitality.

Upon completion of this case study, students will be able to identify the key changes in the marketing environment affecting the industry, demonstrate the elements of the marketing mix in the fast-food industry, illustrate the crucial elements of customer value-driven marketing strategy, critique relevant marketing strategies that are crucial for business development and formulate effective market expansion strategies for Al-Chef Cafetaria to achieve sustainable competitive advantage in the VUCA world.

The Al-Chef Cafeteria, established by Ali Arif, one of the partners, became one of the most happening quick service restaurants (QSRs) in Patna. However, the outbreak of the COVID-19 pandemic disrupted the once-thriving fast-food market in the city as the government imposed lockdowns to restrict the onslaught of the pandemic. The relentless waves of the pandemic in the subsequent months severely impacted India and worsened the economic challenges. Consumer behaviour towards outdoor eateries, especially QSRs, became uncertain, which led to the exit of several smaller players in the industry. In June 2021, because of an uncertain future, Arif was forced to contemplate different business trajectories for survival and growth. Arif’s resilience was highlighted, as he endeavoured to revive his dream cafe. To start the café, Arif had quit a stable job in the Middle East. His journey mirrored the broader narrative of businesses navigating uncharted waters as the cafe transformed from a flourishing enterprise to one reeling from adversity and looking forward to undergoing a strategist lens for revival. Against an uncertain business landscape and wavering consumer sentiment, Arif grappled with the question of whether a return to normalcy was possible or if a new-normal system would emerge. This case study highlighted the challenges and uncertainties faced by the Al-Chef Cafeteria post-pandemic and the strategies needed to rewire the previous business model to chart a new growth trajectory.

This case is suitable for postgraduate-level marketing management or sales management (business development) courses in any of the following programmes: MBA programme, PG diploma in marketing management/PG diploma in hospitality and tourism management/PG diploma in sales management/PG diploma in food and beverage service/PG diploma in service management, part-time diploma programmes in management and executive programmes in management.

Teaching notes are available for educators only.

CSS 8: Marketing.

The case is suitable for all post-graduate students and executives doing a course in human resource management (HRM). The case will enable these students to apply concepts such as inclusion, empowerment, glass ceiling, in business situations involving women. It will help them to trace the evolution path for women employees who have the traits to lead a department or organisation and assume entrepreneurial roles.

The case study is particularly beneficial for MBA students specialising in HRM focussed on leadership and training. It can be used in courses such as gender and entrepreneurship for students of MBA entrepreneurship and MBA family business management. As the case is written in India, it can explore the gender issues in emerging markets surreptitiously. Most importantly, the case addresses COVID-19 perspective adequately, to teach modules embedded in main courses of any MBA program.

PRISM World Pvt Ltd is a leading training and consultancy firm in Delhi, India. The firm is owned and managed by a young woman Dr Anubha Walia. She started her career as a human resource manager in leading Indian companies, but somewhere down the line, she felt the job was not allowing her to realise the fullest potential. The Indian corporate training industry was male dominated with self-serving men, supporting the “glass ceiling”. To break the barrier, Anubha opened her training firm founded on the basis of a new philosophy, which should serve the ideals of helping and promoting women in workplace. This new philosophy was called PRISM. Anubha provided an inclusive environment which allowed her trainers to grow and feel empowered in a gender-biased industry.Very recently, when COVID-19 pandemic happened, female trainers were under tremendous strain as training requirements completely dried up, and they were rendered jobless. Most of these educated young women had small kids and paid monthly installments for their home loans, sharing the financial burden with their husbands. Some mature trainers were single women who had to support themselves through savings in these difficult times. But Anubha’s sense of empowerment at PRISM helped these women to do things which made their livelihoods turnaround even in uncertain circumstances. PRISM philosophy made a turnaround too. While employees were thinking of abandoning their companies and vice-versa, trainers at PRISM went for free webinars to draw clients to their firms and changed the concept of training and delivery in corona times.PRISM acquired a new meaning of wellness and spirituality in these difficult times and soared ahead successfully.

The case study hopes to achieve the following pedagogical objectives: 1. To educate students on manners and traits of women entrepreneurs. Besides, the usual difficulties of financing and running a business, women face adversities at home in the form of lack of access to working capital, trust deficit amongst family and friends. Basically, lack of support system to propels women into the tougher role of an entrepreneur graduating from a regular employee. Gender becomes a disability, which women had to fight in the workplace. The case introduces the PRISM philosophy as a unique methodology to inculcate inclusivity in work environment leading to women empowerment. 2. To outline all issues related to ‘glass ceiling” – the barrier which existed in the corporate world for businesswomen. Students need to know about problems women faced in the business environment as well as shortcomings within themselves, which can make them unproductive. 3. To align students first hand with the challenges of COVID-19 pandemic, specific to women. The case talks about educated young and mature women in Anubha’s firm PRISM, fighting for lost livelihood owing to reduced levels of business. But women are known to be highly resilient and empowered in the right direction will turnaround the situation in their favour.

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

The case has tremendous social implication for educated working women in traditional patriarchal Indian societies. Though a sizeable percentage of women have achieved higher education and started working in a male-dominated corporate world, only a small number of them are visible as entrepreneurs and/or leaders. Every woman needs to trace her journey from an employee to an entrepreneur or a CEO to assume a position of leadership. This case can be an eye opener for many such ambitious women who can build small- to mid-size businesses in a short span of time. Digital intervention is very important in COVID times to stay afloat. The author has shared links for many videos which can disseminate ideas for digital transformation in businesses. The case tries to showcase an ideal inclusive environment which will propel women to achieve their latent goals and desires breaking the 'glass ceiling.'

CSS 3: Entrepreneurship.

Upon completion of the case discussion, students will be able to: identify the enablers of a mental skills coaching process and the broad outcomes as a result of a coaching intervention; understand the contributing factors towards creating greater psychological safety in a team and the impact this has on team performance; and identify positive leadership strategies to create an environment in which meaningful work and goal achievement increase engagement.

Leanne Redding was the mental skills coach for Maccabi, a professional league soccer club in Johannesburg, South Africa. Redding had worked with the club’s players using mental techniques, the ultimate aim being to improve performance. Redding’s work was based on the premise of trust, lived values, self-respect and reflection. She believed that a strengths-based approach grounded in sports psychology and aligned with mental contrasting enabled resilience. Her process of holding individual and team sessions helped with sustaining motivation, overcoming limiting fears and encouraging focus on the greater good of the team. The result was Maccabi’s promotion to the professional league of soccer. However, not all of her broad stakeholder group had bought into the value of sports psychology coaching. The case explores Redding’s process and her belief of the importance and buy-in from all players of the team values which should inform behaviour. The case concludes with Redding contemplating what she should do to gain greater acceptance from the rest of the coaching staff for her work.

This case can be used in graduate and postgraduate level courses such as an MBA, in management development programmes or in short executive education courses focusing on organisational behaviour, leadership and human capital development and sports management.

Teaching notes are available for educators only.

CSS 7: Management Science.

Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations.

The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China.

It can be used with MBAs, EMBAs and senior executives.

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

CSS: 11: Strategy.

The focused case is a “disguised case” developed based on a real-life apparel company in Sri Lanka. The authors have disguised the company name and have not revealed the identity of the key respondents and any data, which makes the firm obvious. However, the processes and practices reported represent the actual scenario of the company (gathered through interviews done mainly with the case protagonist, General Manager (GM) – Risk and Controls) and the authors have not fabricated any data.

Having established itself as a pioneer in the apparel industry in Sri Lanka, Dots & Lines reached the pinnacle of its performance in 2019. Following the outbreak of COVID-19, the situation turned unfavorable: global customers canceled orders by the end of the first quarter of 2020. It experienced settlement delays, increased freight charges and supply chain barriers. The virus spread among the operational staff, leading to health and safety issues and absenteeism. On April 2020, the executive committee gathered and decided to form a position titled “General Manager (GM) – Risk and Controls” and a team to turn around the company. Dots & Lines witnessed the harvest of the risk management turnaround measures pioneered by GM – Risk and Controls, from the first quarter of 2021 with impressive revenue and profit figures. It developed a pool of key strategic customers, while key performance indicators dashboards and the risk matrix provided vital insights in moving forward.

The case, Dots & Lines is written for use in undergraduate and graduate-level classes in business administration and management degree programs. The focus aligns with discussions on industry competition, controls and risk management. Of further importance, the case is applicable to discussions on topics in strategic management accounting courses.