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After working through the case and assignment questions, students should be able to develop an understanding of how to identify female leadership competencies; analyze social and psychological barriers to developing female leadership; and consider various solutions to build trust in rural settings by overcoming social and psychological barriers.

In 2022, Mrs Anjaria, the Managing Director, and Mr Anjaria, the Chairperson of the Rangoli Group of Institutions in Gandhinagar, Gujarat (India), were facing the challenge of how to empower thousands of females in the preschool venture in the rural area as they could see the impact of their female edupreneurs in the urban area. Both had worked up the ladder in the preschool venture after quitting their professional careers in the corporate world. They now wanted to create female edupreneurs to empower women and bring about social and educational change at the grassroots level. They needed to make an informed decision about how to scale the preschool offerings at rural sites to bring educational change and increase revenue simultaneously; however, they were unsure how to execute this vision into a tangible profit-making social edupreneurial reality. Government preschools (Anganwadis) and social structures in rural Indian contexts were a major consideration. It was important to increase their hiring efforts to empower women with their franchise model. However, issues such as leadership competencies, psycho-socio-cultural barriers, and creating trust in rural economies challenged their vision.

The case is suitable for MBA students or postgraduate-level courses on development communication, business communication, entrepreneurial communication and gender communication seeking to develop female competencies through communication models. This case illustrates how to create trust through communication among female eduprenuers by overcoming social and psychological barriers in rural settings.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship

This case is intended for use in a course on supply chain management.

The study is applicable to MBA or executive MBA programme.

The Akshaya Patra Foundation (TAPF) is an Indian non-governmental organisation which provides free mid-day meals to students in government schools. This case revolves around one of its kitchen facility (TAPF Bhilai) located in Bhilai in the Chhattisgarh province of India. TAPF Bhilai is about to witness a significant increase in the number of students to cater for. The Unit President, Vyomapada Das, is determined to ensure that there is no compromise in the standards of service in terms of quality and hygiene of meals in the wake of present expansions. As such, he recognizes that addressing a social cause brings additional responsibilities to them towards ensuring superior quality meals. He thereby lays a special emphasis upon the role of purchasing and supply in facilitating the scale expansion.

This case intends to demonstrate the process of managing, purchasing and supply for a socially responsible supply chain. Students must be able to appreciate the challenges associated with such a system. By applying the key theoretical concept of the social capital theory, they must also understand the nature of managerial responses inherent in these challenges.

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 9: Operations and Logistics.

Principles of management, Marketing, Finance, Strategy, Supply Chain Management, Entrepreneurship.

Master's Degree level courses, after students have been taught most of the basics related to management, marketing, finance, strategy, supply chain management and entrepreneurship.

Founded in 2007 with an initial investment of less than USA $10,000, Flipkart has come a long way to become the largest E-commerce player in India with a registered user base of 9.6 million and valued at USA $1.6 billion. Efficient use of various marketing strategies has catapulted the company to its success. Till now, they have overcome most of the hurdles successfully. However, a lot needs to be discussed to find out ways to meet the challenges thrown by its competitors, to maintain its supremacy over other online e-retailers and continue its exponential growth to meet USA $1 billion sales by 2015.

After discussion of the case study, the student should be able to appreciate general business processes and develop basic analytical skills to resolve challenges faced by a fast-growing online start-up company in an emerging country like India. At the end, the students should be able to prepare a marketing plan for their own business within a stipulated budget.

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

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.

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.

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.

Teaching Notes are available for educators only.

CSS 11: Strategy.

Management (interdisciplinary): corporate social responsibility/financial management/social entrepreneurship.

Undergraduate/MBA.

The case revolves around a Delhi-based non-governmental organization (NGO), GOONJ founded by 40-year-old social activist, Mr Anshu Gupta. Winner of several awards, this NGO is trying to highlight some ignored but basic needs of the poor by using the surplus of the cities (supply of discarded commodities: clothes, furniture, toys, waste paper, utensils stationary, etc. due to space constraints and the growing consumerism) to address scarcity of essential commodities to the poor in the rural areas and creating it as a powerful developmental resource. GOONJ has a number of collection centers across the nation through which the old clothes are collected. Thereafter, the clothes are washed, dried, repaired and packed and then reached to the far flung villages with help of partner grassroots NGO, panchayats, Indian army, etc.There are three key issues raised in the case:

• This NGO has been operating without any formal funding for last many years. With annual expenses over ten million, how does NGO operate so successfully. Also, it is interesting to find out how they are able to maintain cost of just 97 paisa (1 paisa=1/100 rupee) from the time old clothing is collected to the point where it has been delivered to a needy.

• The second issue about the synergy that is created by the NGO – corporate partnership. Further, this case also gives the audience to explore synergy between NGO and B-schools.

• To understand the problem areas of distribution management when so many different stakeholders are involved.

This NGO has been operating without any formal funding for last many years. With annual expenses over ten million, how does NGO operate so successfully. Also, it is interesting to find out how they are able to maintain cost of just 97 paisa (1 paisa=1/100 rupee) from the time old clothing is collected to the point where it has been delivered to a needy.

The second issue about the synergy that is created by the NGO – corporate partnership. Further, this case also gives the audience to explore synergy between NGO and B-schools.

To understand the problem areas of distribution management when so many different stakeholders are involved.

• To explore innovations in resource mobilization (sources of financing) and cost management.

• To appreciate the synergy created by forming partnerships between different stakeholders: NGO, corporate houses, B-schools.

• To appreciate issues and problems of distribution management – especially in the case when there are different stakeholders involved.

To explore innovations in resource mobilization (sources of financing) and cost management.

To appreciate the synergy created by forming partnerships between different stakeholders: NGO, corporate houses, B-schools.

To appreciate issues and problems of distribution management – especially in the case when there are different stakeholders involved.

Quality management among multiple business units of a large organization is often difficult if each unit is run independently in terms on their quality standards. In this case, participants will discuss how Bukhari Group of Companies should establish a common brand image through standardized quality. Participants should also understand that common brand image for diverse products does not mean identical level of rejection or customer complaints. It should be understood that different markets have different tolerance for product failures. The participants can chalk out the measures the protagonist of the case should be able to take to effectively steer the Bhukari Group to achieve profits and excellence.

S. R. Pandey, Superintending Engineer (SE), Rural Roads Department, Bihar wanted to have a meeting of all the agencies involved, including his other engineers, the contractors to discuss his village road-making project in Pradhan Mantri Gram Sadak Yojona (PMGSY). This case discusses how the concept of work breakdown is used to subdivide all the activities of road-making into different sub activities (earthwork, bridgework, roadwork and other miscellaneous activities) in different levels.

The case presents an ideal platform for discussing the branding strategy, brand elements and the factors that contributed to success of an entrepreneurial venture in the quick-service restaurant (QSR) segment. Further, it enables students to discuss changes that are necessitated as the firm looks for new growth avenues. After working through the case and assignment questions, students will be able to analyze the entrepreneurial journey of a startup in red ocean markets by assessing the factors that contributed to its success; comprehend the importance of branding strategy for small business – choosing/designing of brand elements and selecting the positioning strategy; and assess changes needed in the branding strategy over time and devise strategies for the continued success of the firm.

Kolkata-based QSR chain Wow! Momo was bootstrapped with a meager INR 30,000 in 2008 by two school friends Sagar Daryani and Binod Kumar. It went on to become India’s Wow! Momo very first QSR specializing in momos. By the year 2019, Wow! Momo was dishing out India’s favourite street food, “momos” from 300 outlets across 15 cities. It also claimed to have captured 90% market share in the organized momo business. The startup grew at a CAGR of over 50% between 2015 and 2019 and reported INR 1.19bn revenue in financial year 2019 with an EBITDA of 9.3%. Wow Momo Foods Pvt. Ltd (WMF), the parent company of Wow! Momo, had tasted stupendous success within a short period and set an ambitious goal of achieving revenue of INR 10bn by 2023–2024. Wow! Momo had achieved top of mind recall among the target customers and was also vying for the same share of wallet as formidable international giants such as McDonald’s, Domino’s, Burger King and KFC. However, compared to these large players, Wow! Momo offered a limited menu and a smaller average ticket size. At the same time, Wow! Momo’s market share was also threatened by a host of branded momo players that offered a similar menu and pricing. Both these factors did not argue well for WMF’s mammoth growth objective. Achieving revenue of INR 1.19bn in a matter of just 10 years was no small feat, but reaching targeted INR 10bn in half that time needed a different game plan altogether. The founders clearly needed to rethink their strategies for the next phase of growth. What would be the next growth driver for the company? Should it look for greener pastures outside India? Was it time to diversify the menu and think beyond momos? If so, then should new items be added to existing menu or a new brand be launched altogether? The case maps the journey of two entrepreneurs as they went on to set up a successful QSR chain. It examines their trials and tribulations as well as successful implementation of marketing strategy. It also looks at the dilemmas faced by a startup as it searches for new avenues for growth.

Graduate and postgraduate courses in Management.

Teaching Notes are available for educators only.

CSS 8: Marketing.

The learning outcomes of this paper are follows: students should be able to understand the complexity related to the provision of safe drinking water for disaster-hit areas and effective solutions to overcome this problem. Also, students should be able to evaluate the need for awareness about post traumas mental health especially in case of disasters and identify how technology can provide answers to such critical issues.

The case represents a unique scenario where the head of an organization has moved away from the financial prospect and invested time and efforts for the provision of safe drinking water to the inaccessible areas and devise strategies for the improvement of disaster relief operations.

Undergraduate and post graduate students.

Teaching notes are available for educators only.

CSS 4: Environmental Management.

The specific learning objectives of the case are as follows: To contribute to the knowledge of environmental challenges faced by various financial companies while trying to foray into the rural markets, especially in case of insurance products’ expansion strategy; to understand the distribution strategy adopted by insurance companies in rural as well as urban markets; to apply the concepts such as mental accounting, designing and pricing of insurance products to develop an effective strategy for insurance products targeting the rural market; to be able to analyse the data available on products and the rural market structure that enables the students to derive from an implementable managerial framework and design an effective rural market strategy for insurance products; and to enable the students to evaluate the key rural market drivers, which will subsequently help them to develop a new structure of rural distribution channel.

ICICI Prudential Life Insurance Company Limited (IPRU) was trying to reach the last mile customers of rural India to tap the opportunity and meet the Indian Government's statutory requirement of financial inclusion. Even though the leadership of IPRU was optimistic about the untapped potential of rural India, and launched a separate business vertical - Rural Business Channel (RBC) in the year 2002 to cater to this target segment, yet it faced many strategic issues while foraying into the rural domain. The company struggled with both the designing of products as per the rural customers' needs, as well as the distribution of these products in rural areas. The present case study is an attempt to bring out the strategic challenges that were faced by the IPRU management, with a major focus on designing, pricing and distribution of rural insurance products. The case study will help the readers in understanding what might go wrong while entering new rural markets and how to deal with these challenges.

The case study can be used to teach both undergraduate and postgraduate management students.

Teaching Notes are available for educators only.

CSS 8: Marketing.