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The learning outcomes are as follows: to decipher the role of technology in the supply chain management (SCM); to understand the importance of supply chain integration with various stakeholders in the supply chain in increasing efficiency and effectiveness; and to comprehend the challenges in the implementation of technology in SCM.

This case study presents Haryana’s challenges in implementing the digitization of the supply of food grains to the public. Mr Srinivas, a consultant to the Department of Food and Public Distribution, is required to suggest the future roadmap while accounting for the challenges faced in the digitization of the distribution of grains to the public in the state of Haryana. The students are expected to use the information given in the case and exhibits to discuss and critically think about the various stakeholders involved when change initiatives are implemented on an organizational level and recommend solutions based on the voices of various internal stakeholders.

Postgraduate/Masters in Business Administration/Masters in Management.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

Students will learn technology strategies specific to airports. Students will understand the reason for the success of Bengaluru International Airport. Students will learn to apply management models in airport settings. Students will improve their understanding of airport business, airport-related technologies, specifically in the Indian settings.

DigiYatra is a revolutionary initiative by the Government of India to digitalize all the airports in India, making your face your boarding pass. Bengaluru International Airport Limited (BIAL) is at the forefront of this initiative. As one of the early public–private partnership airports, BIAL has seen many challenges over time but could succeed in all its endeavour. The case discusses the journey of DigiYatra, which BIAL has taken through the eyes of the Chairman, Hari Marar. The case goes through several layers like initial planning, creating the team, implementation challenges, technology strategy adopted and how they tackled Covid lockdown challenges to complete the project's initial phase.

Post graduate students.

Teaching notes are available for educators only.

CSS 11: Strategy.

Pharmaceutical marketing, brand protection.

It could be used with the pharmaceutical marketing students and MBA students for analysing counterfeit medicines' menace in developing countries and positioning of a disruptive technology. The case could be used for marketing consultants, Brand managers and executive development programmes to explore issues such as protecting brands through technology, pharmaceutical packaging marketing, competitiveness of counterfeit drugs, global harmonisation.

Against the backdrop of rising menace of counterfeit drugs in developing countries, the case talks in particular about an innovative pharmaceutical packaging company. The company has developed a unique security technology called non-ClonableID™ which can enable products to be authenticated throughout the supply chain, thus protecting brands and preventing misuse. Despite a promising technology, it poses challenges regarding its adoption and commercial success.

Counterfeiting as an inevitable result of Globalization has become a global nuisance and has to be dealt at global level. Brand protection could be one of the lowest cost tools for pharmaceutical companies to restore public confidence in their products and themselves. While all methods for anti-counterfeiting are known to have short lives the menace still must be dealt with. For this, companies need to deploy anti-counterfeiting strategies that set up various layers of security.

Teaching note.

The learning outcomes are as follows: to design an appropriate strategy for firms to succeed in low-income, price-sensitive markets; to appreciate how business model innovation can help to overcome the obstacles faced by firms when serving rural and semi-urban markets in an emerging economy; to identify possible threats to the business model and evaluate strategies to sustain growth in a dynamic environment; and to allow students to consider sources for competitive advantage and how to build a sustainable business model in low-income markets.

The case details the growth story of Vakrangee Limited (Vakrangee) from a technology consultancy firm to a technology-driven firm focused on creating the largest last-mile retail network providing various services in underserved parts of India, mainly rural India. The firm launched retail outlets called Vakrangee Kendras (VKs) in 2011 that evolved from non-exclusive stores offering a single line of e-governance services into technology-enabled franchisee-based exclusive stores that offered a multiple line of services such as banking, finance, insurance, ATM, e-commerce and logistics. VK however is witnessing competition from different players in different segments. Additionally, the dynamic business environment such as the growing penetration of smartphones and internet usage, heterogeneous needs of customers and government policies pose further threat to the company’s growth in the future. In the wake of these challenges, what should Vakrangee do to sustain its growth? Should it focus on cost-leadership or differentiation for strategic positioning?

This case can be used in an MBA or an executive management program, in courses on strategic management, entrepreneurship, services marketing and rural marketing.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

This case describes the events following an incident of a rape in a taxi associated with Uber, by its driver. Uber was an application based taxi operator. The events raised several issues for government systems and processes, such as need for regulation of new formats of business like application based taxi services, integrated databases, checks against forgery and holistic approach towards women safety. The case also brings out how an e-commerce business raises regulatory concerns.

Amongst others, these are that students should be able to: identify key components of corporate entrepreneurship; assess the role of technology innovation in terms of creating a competitive advantage; appreciate how an entrepreneurial orientation is related to innovation and growth; and make an informed decision regarding key success factors in influencing growth and sustainability.

TymeBank became the first fully branchless, digital bank in South Africa when it launched in February 2019. Since then, the bank’s customer base had grown beyond expectation, but the market had also become more competitive, as new digital banks opened for business and traditional banks expanded their range of digital offerings. The case situates the chief executive officer, Tauriq Keeran, in November 2019, considering how whether the bank was doing enough to grow, in the face of this competition.

Master’s level business students, as well as entrepreneurship, innovation and digital business at both undergraduate and postgraduate level.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.