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This case is based on primary and secondary sources of information. These sources include interviews with senior executives as well as documents provided by Mondragon and Eroski. The interviews were conducted on-site. In addition, the authors researched the literature on both organizations.

Eroski is the largest of Mondragon Corporation’s coops. Since its founding, Eroski has faced numerous challenges. It has responded to each challenge with out-of-the-box thinking. In response to the pandemic, Eroski become an e-commerce supermarket as well as selectively continuing bricks and mortar stores. As the pandemic is winding down, Eroski is considering how to respond to the “new normal,” which is largely undefined. The question posited at the end of the case is, “Will Eroski be able to hold to its social principles, maintain its unusual governance model and other unusual practices, and survive this latest challenge?”

Eroski of Mondragon is a complex and unusual organization. To appreciate the challenges and how they were overcome by its unique business model, a student must have a minimum background in management, corporate finance and marketing. Thus, this case would fit well into a senior or graduate class on strategic human resource management. It is also recommended for the strategy capstone course usually offered during the last year of a business bachelor’s degree (senior level) to ensure that students are introduced to what Paul Adler refers to as an alternative business model. It can also be targeted for an advanced management course or a strategy course at the MBA and executive levels.

Naparima Company Limited (NCL) was an importer and wholesaler of grocery and household products in Trinidad and Tobago, West Indies. Following increasing competition and the adoption of more lavish lifestyles by its owners, the company had fallen on hard times. Its banker, First Republic Bank, had called its outstanding loans of $1.412 million and given the company 90 days to repay all sums outstanding. Also, several major creditors had threatened legal action to recover amounts payable. This had forced NCL to explore alternative financing arrangements and to devise strategies that would improve its financial situation.

The authors used both field interviews and secondary data when preparing this case. One of the authors was a consultant to the company as it worked to develop a restructuring plan. The primary data gleaned from that process, which included interviews with all three leaders of NCL and a review of the company's financial statements, was supplemented by the collection of secondary data about the industry and its competitors from interviews with the executive director of industry association, and information about the national economic environment from newspaper articles and library resources.

This case is suitable for senior-level undergraduate students in a capstone business course, and graduate students in small business management and family business management courses.

The main objectives of this case are to provide an opportunity for case users to understand the organisational governance framework in a farmers' association and how to build an effective organisational board. More specifically, the teaching objectives of this case are as follows: to provide an overview of the functions of different types of governance structures in a farmers' association. To understand the importance of good governance practices in a farmers' association and for its stakeholders. To relate democratic theory, stakeholder theory, agency theory and stewardship theory with the governance practices of a farmers' association. To critically evaluate the board governance in a farmers' association and recommend measures to enhance the practices.

The teaching case presents the governance practices in a farmers' association in Malaysia, ZIX-PPK and the various governance challenges that emerged in the PPK subsequent to the appointment of politically affiliated directors. Prior to 2019, ZIX-PPK was an outstanding PPK under the helm of the General Manager, Khadijah. The PPK had continually been recognised as an exceptional and excellent PPK by the Farmers' Organisation Authority and the Muda Agricultural Development Authority. However, the Arahan Pendaftar Bil 1/2019 required changes to the governance structures of ZIX-PPK, with five new directors being appointed by the minister. The appointment threatened the independence and autonomy of ZIX-PPK and affected the dynamic of the board of directors. Khadijah had to search for measures that could improve the board governance in ZIX-PPK. The names, in this case, had been altered but the details were based on an actual event. The data were collected through interviews with key players and with reference to the minutes and other documentation of ZIX-PPK.

The teaching case can be used by students in higher education institutions at both undergraduate and postgraduate levels. The case may also be relevant for training purposes to farmers' associations and any non-profit organisations.

CSS 1: Accounting and Finance.

Teaching notes are available for educators only.

After reading and analysing the case study, the students would be able to understand the various challenges in terms of credit expansion for a rural co-operative bank, discuss the role of an apex co-operative bank within the three-tier credit structure, understand the co-operative banks’ product offerings in the agribusiness space and understand the various styles of leadership and change management models within a rural bank.

This case study exemplified the enabling role played by a co-operative credit institution, Andhra Pradesh State Co-Operative Bank (APCOB). It discussed the issues and challenges APCOB faced in mainstreaming an unconventional lending process through its lower tiers. Although the three-tier credit structure played a significant role in the disbursal of short-term loan to farmers, the managing director strongly felt the need to reach out to farmer institutions like farmer producers organization through suitable product offering and right processes.

This case study could serve as an introduction to rural credit co-operatives in MBA courses such as bank management, agricultural finance and rural credit and organizational behaviour. The case study could also be administered as a part of training programmes for state co-operative banks, district central co-operative banks and urban co-operative bank that are involved in planning and execution of development strategies in the area of co-operative banking and agribusiness development.

Teaching notes are available for educators only

CSS: 1: Accounting and Finance.

This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.

Doing business in China

This case was developed for us in an undergraduate strategy course at the point in the course when global strategies are discussed. It might also be used in an undergraduate entrepreneurship class when “diffusion of innovation” is being discussed.

This case describes the experience of a student consulting team from Baylor University working in China during the summer of 2012. The team was charged with the responsibility of determining an entry mode into China for a farm-implement company in Sweden. The students spent most of the summer in three different locations in China interviewing dairy farmers and equipment dealers to identify the proposed customers for the products and their equipment needs. Their findings led them to the conclusion that Alo, the Swedish farm implement company, would have to alter their mode of entry into the Chinese market to be successful. The decision facing Amanda Sherek, the team leader, was how to structure the team’s report to Alo to help them recognize the need for rethinking the company’s original strategy.

At the conclusion of the case discussion, students should be able to: list and explain critical findings of the students that should be involved in developing a strategy for Alo; identify the appropriate global strategy for Alo to use in entering China; relate the theory of “Diffusion of Innovation” to Alo’s situation in China; identify whether Alo was contemplating using a production orientation or the marketing concept for its entry into China; and outline a strategic plan for Alo to enter the Chinese dairy farming industry.

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

Marketing, Banking.

Post Graduate Programme, MBA, BBA.

On 27 June 2011, Abhyudaya Bank, a leading urban cooperative bank, opened its 101 new branch at Diva, which is on the outskirts of Mumbai city in India. Diva area is populated but has less number of bank branches. The bank planned to surpass its earlier record of customer acquisition in branches which were newly opened at Marve Link Road and Jogeshwari in Mumbai. According to Mr Morye, Managing Director, Abhyudaya Bank, “With the expanding horizons, continuous developments and competition, the bank proposes to become full-fledged financial service provider, fulfilling requirements of customers and other stakeholders by providing all allied services, as permitted by the regulatory authorities. The Bank has adopted advanced technology for providing faster and convenient services to clients. These major long term proposals will enable the bank to increase its market share and better fulfillment of expectations of all the stakeholders.” The case introduces the structure of urban cooperative banks of which Abhyudaya Cooperative Bank is a part. The case provides the key highlights of the bank and discusses the catalyst role of planning and marketing department for branches to achieve its target and how the bank implemented unique and differentiated strategy involving employees of the banks. Employees form an important asset for banks, and banks need to utilize their potential in creating long-term and sustainable relationships with customers. The case examines how the branch can benefit from detail area-wise planning capturing the potential. Branch area planning is a unique exercise covering the branch potential analysis and a new branch manager must utilize it for acquiring higher number of customers. Regardless of the branching, a bank seeking to expand its branch operations faces a number of important decisions. As the area develops, a bank branch decides to take up appropriate strategy with an objective to move its base of operations to attract new customers in a new area and thereafter maintain its existing ones.

The case is suitable for students pursuing a post-graduate course in bank marketing, banking postgraduate and MBA course in strategic management and marketing management. The case presents an opportunity to assess the strategy adopted by the bank for new branch launch and evolving role by a marketing function in a bank.

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

COMFED, Bihar State Co-operative Milk Federation Ltd., which involved 6 lakh farmers across India in 2012, was a rural organisation established in 1983 as the implementing agency of Operation Flood programme of dairy development on “Anand” pattern in Bihar. In 1983, COMFED started with just 1,030 cooperatives, which had risen to 11,400 in 2012. Apart from B2C segment of milk and milk products in Bihar and Jharkhand, COMFED’s major revenue source was its B2B business where they sent bulk milk to Kolkata, Manesar and Delhi. They supplied to Amul and Mother Dairy, which were the biggest Indian cooperatives, and allowed them to use their own brand names. In 2012, Mrs Harjot Kaur, the Managing Director of COMFED, aspired to market COMFED products all over India under the “Sudha” brand, with special focus on National Capital Region region. Moreover, Mrs Kaur also wanted to expand COMFED’s geographical reach to other countries such as Bangladesh and Bhutan.

Strategic management, Diversification.

Mrs Harjot Kaur was the Managing Director of Bihar State Co-operative Milk Federation (COMFED). COMFED is a rural organisation involving 6 lakh farmers. Starting with just 1,030 cooperatives in 1983, the number of cooperatives had risen to 11,400 in 2012. The milk production was 11 lakh litres per day, and the annual turnover in 2011-2012 was Rs 1,503.00 crore, 11 per cent more than that of previous year. Mrs Kaur was committed to serve COMFED customers and realise the dream of having at least one dish of Bihar in the plate of every Indian. Mrs Kaur envisaged COMFED producing 44 lakh litres milk per day from the existing 11 lakh litres per day, covering around 60 per cent villages of the state against the existing 33 per cent in 2013. COMFED was also trying to capture new markets. At present COMFED sent bulk milk to Delhi, Manesar and Kolkata, where it was sold by various dairy cooperatives such as Amul and Mother Dairy under their own brand names. Mrs Kaur aspired to market COMFED milk under the “Sudha” brand all over India. Moreover, Mrs Kaur was also looking to export to other countries such as Bangladesh and Bhutan. As Mrs Kaur was crafting the future path for COMFED, she also realised that above all the external challenges that exist, an internal vice – complacency – was the biggest hurdle her company had to face.

The case would be helpful for students to understand the concepts of competitive advantage, sustainable competitive advantage, industry structure, general environment, strategic positioning, diversification, internal analysis, external analysis and business level strategy in a strategic management course.

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.

Following discussion and analysis of the case, students should be able to explore how an individual’s background affects his/her perspective on entrepreneurial opportunities; analyse leadership behaviours that support an innovation process; and understand that constraints can enhance innovation.

This real-life case explores the main protagonist, Joni Brenner, an arts university professor at the University of Witwatersrand (Wits) in South Africa, and how over the past 10 years she worked with a group of co-operative beaders in Zimbabwe who developed hand loomed necklaces that were sold locally and internationally, placed in the African section of museum stores.The case provides an opportunity to explore the evolution of the Marigold product, the characteristics of an entrepreneur and how innovation can come from a very focused and constrained approach. Brenner’s involvement with the co-operative involved the supply of materials, design innovation and product sales. Innovation had come through focusing on the evolution of the core product, through different designs and colour combinations, learning through mistakes and through other artistic collaborations. The case concludes with Brenner questioning whether the innovation approach should be adapted to meet the needs of a potential new customer.

This case is appropriate for undergraduate, graduate and post-graduate, MBA and executive education students focusing on entrepreneurship, small business development and/or innovation.

Teaching notes are available for educators only.

CSS 7: Management Science.

The case deals with an Urban Cooperative Bank situated in Ahmedabad, known as Ahmedabad Peoples Urban Cooperative Bank (APUCB). The bank had come under the scanner of Reserve Bank of India (RBI) during 2009 because of mismanagement. It had failed to resolve its liquidity crisis even after the Reserve Bank of India imposed restrictions. The Government then appointed an external administrator, Hemant J. Rindani, to resolve APUCB's liquidity crisis. The bank had started paying claims but had lost people's trust. The last option for Rindani was to liquidate the bank. Rindani was however contemplating on various other options to come out with amicable solutions like, merge with other branches or pump in fresh capital and restart the business.