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The learning outcomes are as follows: to understand and examine the strategies that help platforms fight competition and manage networks; to analyse the role of platform governance in the management of the networks and partners’ trust; and to evaluate the strategic risks of disintermediation and multi-homing firms face while trying to sustain profits and capture value.

The case presents the dilemma faced by Deepinder Goyal, the young founder and CEO of Zomato in formulating the growth strategy for its food delivery platform, struggling to retain its market leadership position amid intensifying competition and other challenges during the COVID-19 pandemic. Zomato has become a public company with an IPO announced in mid of July 2021. Therefore, there is growing expectation for profitability among its shareholders and investors considering tailwinds of COVID-19 crisis, which have given the push towards adoption of food delivery among the customers. This has also resulted in increased competition in the industry. On other hand, there is growing dissatisfaction among its restaurant partners who have been hit hard by COVID-19 and struggling for survival. CEO Deepinder has to find how he will ensure the long-term growth for Zomato to tap the growing food delivery market in India and regain its restaurant partner’s trust.

The case is intended for post-graduate courses (MBA, PGDM) on digital business strategy or strategic management of technology-oriented businesses. The case can be used to understand the nature of competition and different strategies for platform-based businesses in the digital world. The case can also be used to study the role governance can play in efficient value creation and capture on the platform by the partner entities. Finally, the case also highlights how are platform businesses are coping with the Covid challenge. There are no specific prerequisites but knowledge on basic strategy concepts and platform business concepts will be good for better understanding. Level of difficulty is medium.

Teaching notes are available for educators only.

CSS 11: Strategy.

This case study has been developed based on the primary data obtained through a series of interviews held with the senior management of Cargills, and the secondary data obtained from the company’s corporate website www.cargillsceylon.com/,annual reports and publicly available sources of information such as newspaper articles.

This case study focuses on the strategic responses employed by Cargills (Ceylon) PLC – a leading business conglomerate in Sri Lanka – in response to the challenges posed by the COVID-19 pandemic. The duration of this case study is from January 2020 to September 2021. The case study particularly examines the key business sectors of Cargills (Ceylon) PLC – retail, food manufacturing and quick service restaurants – which elaborate on the change management practices and strategies deployed by the company in each of these sectors during this challenging period. This study is based on the primary data gathered from the interviews held with the Cargills (Ceylon) PLC team, and the secondary data obtained from the corporate website of Cargills (Ceylon) PLC. This case study is most suitable to be taught in academic courses related to strategic change management.

The case is most suited to be discussed with undergraduates (3rd year and 4th year) following business and management studies related disciplines. While the pivotal area around which the case has been developed is strategic change management, covering environmental analysis, strategic analysis and process of change management, the case could also be used in strategic management classes, to discuss environmental analysis, strategic planning approaches and business and corporate level strategies.

CSS 11: Strategy.

The learning outcomes of this case study are to develop an understanding of informal business practices (IBP) from an economic and a behavioural perspective, identify the pros and cons of IBP and how they can hinder the realization of entrepreneurial aspirations, use the effectuation perspective to understand the entrepreneurial journey of the protagonist and apply the strengths, weaknesses, opportunities and threats (SWOT) analysis and effectuation theory to understand the need for transition from informal to formal business practices.

KSN Iyengar Catering Services (KSNICS) had gained popularity for cooking and serving traditional “Iyengar” cuisine during festivals, ceremonies and other auspicious occasions. With the passage of time, KSNICS slowly diversified into offering food carrier services, corporate catering and preparation of sweets/savouries during the Diwali festival. The enterprise managed to sustain itself without additional investments from external sources. KSNICS was managed in an informal manner by the protagonist, Krishna Kumar. After almost 30 years of KSNICS’s existence, in 2021, Kumar felt that they should diversify into the restaurant business by establishing an authentic “Iyengar” restaurant. In spite of the unpredictable market and the challenging times due to the COVID-19 pandemic, he had somehow managed to sustain his catering business. However, given the informal methods through which he operated his catering services and in the post-COVID-19 pandemic scenario, would it be prudent on his part to establish a restaurant?

This case study is suitable for post-graduate- and executive-level instruction in courses such as managerial skills, entrepreneurship and human resource management. In managerial skills course, it can be used for applying SWOT analysis from a particular perspective for effective decision-making. In entrepreneurship-related courses, it can be used to introduce aspects such as entrepreneurship orientation, effectuation and decision-making. In organizational behaviour and HR-related courses, it can be used to highlight how employees can be trained and motivated and how businesses can be sustained within the scale, especially during challenging times. Irrespective of the course, the IBP discussion would remain a constant point of reference because that was the context under which the current business was operating.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case tracks Dineout's evolution into a full-scale tech solution provider for restaurants. In 2020, the COVID-19 pandemic struck the world. Several countries, including India, implemented complete lockdowns to control the spread of the virus. Stringent measures to ensure social distancing, night curfews and restrictions on social gatherings continued, which were a severe blow to the restaurant industry. The restaurants' revenue streams dried up as the diners avoided dining out and preferred food deliveries, which was against Dineout's core business model. The case ends with the questions on how Dineout should wade through the pandemic when its entire business model was being challenged.

This case allows students to critically analyse the business model of Zomato which is a multi-sided platform/in the foodtech industry. It helps students to critically analyse how firms enter into the global market to create value and maintain dominance over the local market (especially in a large market such as India). The case can also be used to introduce students to the business canvas model by analysing foodtech start-ups. The outcomes are as follows: to understand the Business Model Canvas as a tool to describe and analyse the foodtech business such as Zomato’s, based on its value proposition and the way it sells its services; to conduct a value chain analysis and analyse the business models adopted by foodtech companies; to understand how Zomato can aim at global value creation; and to design a clear growth strategy and evaluate Zomato’s options to internationalize or expand locally.

The year 2018 was an important year for Zomato as it geared up to chart new heights amidst the changing dynamics of the industry on one hand and a co-founder exiting the company on the other hand. Zomato was incepted in 2008 as a restaurant discovery platform offering users the ability to access restaurant menus and post online reviews. It provided a range of value-added services for both its restaurant partners and end customers. Its vertical integration enabled it to grow its revenues across its three lines of business, namely, dining out, delivery and sustainability. Zomato was an early internet start-up that expanded rapidly in the international markets. In the past ten years, the company both scaled and rolled back its operations with unique lessons learned in each market that paved its path for success both locally and globally. The domestic market was being dominated by a few large players sharing the market. Reports by market intelligence firms showed that Swiggy, the closest competitor was starting to dominate Zomato in India [1]. Deepinder, CEO, Zomato’s dilemma for adding value and increasing revenues by weighing options of whether the company should strengthen its presence in the domestic market, or, venture into foreign markets or serve both local and foreign markets.

This case is appropriate for postgraduate courses in Strategic Management or International Business.

Teaching notes are available for educators only.

CSS 5: International Business.

After completion of the case study, the students would be able to comprehend the crisis at hand for Milkbasket, why did it resist Reliance’s takeover in the first place, then to evaluate the pros-cons and future prospects for the organization post-acquisition; to evaluate from an ethical standpoint the process of mergers and acquisitions using ethical frameworks to understand how, when, to whom and through what processes do mergers and acquisitions qualify the test of being ethical; and to analyse different hostile takeovers, especially through tender offers, proxy contests and toehold bidding strategy in this case.

Founded in 2015, Milkbasket was a micro-delivery start-up based in Gurugram (near New Delhi), India. Milkbasket would let its subscribers order till midnight and deliver groceries, milk and other everyday essentials to its subscribers before 7 a.m. next day. It had burnt a lot of cash and was facing difficulty in getting investors; as such they were engaged in discussions with many companies. Two of them – Reliance Retail Venture Limited and BigBasket – were not accepting the proposed valuation, but Milkbasket got term sheets from other two companies.

This case study can be used for graduate courses on strategic management, business ethics and corporate governance. This case study can also be used in corporate finance course to highlight the importance of making ethical/responsible judgements to protect stakeholder interests.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this paper is to understand a new restaurant venture's target segment and create a consumer profile for the new restaurant; to design a positioning statement for the new restaurant; to appraise the marketing strategy and suggest improvements in the marketing mix of a new restaurant venture in the new normal; to discuss the augmentation of services by a new restaurant to compete effectively in the market; and to identify and discuss the vital marketing steps for opening a restaurant in the new normal.

Kelvin, an ambitious and budding restaurateur, had high aspirations with great plans. V café was his first running venture. The income from V café was not enough to improve his social position. He wanted to open a new restaurant (Haikou) and earn more. Kelvin was well aware of COVID-19's current condition and its severe implications for the restaurant business. He did not have any experience in marketing a restaurant. So he was puzzled about understanding the target segment, positioning and marketing mix of the proposed restaurant in the new normal.

The case will cater to business management students pursuing a postgraduate management program. The case can be applied in Marketing Management, Entrepreneurship, Hospitality Management and Services Marketing courses. The prerequisite for this case is a basic understanding of marketing concepts.

Supplementary materials teaching notes are available for educators only.

CSS 8: Marketing

“Originally as a business providing community life services since its founding in 2017, Dingdong (Cayman) has transformed itself into a fresh e-commerce company. After making adjustments to its business model and operating strategy for three times, Dingdong (Cayman) has completed the strategic transition from grocery surrogate shopping to comprehensive self-operation, and built its own commercial fortress. In 2019, the total revenue of the company was five billion yuan. Upon the outbreak of COVID-19, its monthly revenue exceeded 1.2 billion yuan in February 2020, and the year's total revenue was expected to hit 15∼18 billion yuan. To date, Dingdong (Cayman) has formed a supply chain fully based on digital operation and built a commercial fortress in the fresh e-commerce industry. Despite this, its future prospect is not free from challenge. This case mainly deals with the following questions: How about the strategic positioning and core competitiveness of Dingdong (Cayman) in its early days? In the process of rapid expansion, what are the advantages and problems in its business model? How can the digitally operated supply chain support its continuous expansion in the future?”

The learning outcomes of this case study are to understand the business model canvas and value propositions and apply advanced business innovation tools in electric vehicle business models; evaluate the current cargo vehicle scenarios at national and global levels and draw out the possibilities and costs for a new player; extrapolate the future scenario of the cargo economy, its electrification and positioning in a business-to-business (B2B) and business-to-customer (B2C) segment, especially for a developing economy; and improve the student’s ability to get organisational buy-in and execute new business models.

LoadExx is a fully electrified electric cargo service focusing on logistics in Kolkata, a metropolitan city in the eastern part of the country. The service of LoadExx commenced in January 2021 in the B2B segment after overcoming its then issues of driver hesitancy and customer anxiety and financial issues to adopt electrified cargo systems. The conundrum faced by LoadExx in its commencement thus had been solved under the able guidance of its owner Amit Arora. The case study was positioned four months after the commencement of LoadExx. To gain market power and traction, Arora and his team came up with the idea of market expansion. However, the current conundrum was whether LoadExx would enter the B2C segment in its current location or expand with the same business model to other parts of the country. The expansion was to be implemented in the immediate future to retain its rarity and reduce the imitability of the business model of LoadExx. This case study details the logistics and market operations of the cargo sector, especially electric cargo, in a developing economy, especially India. A teaching note supplementing the “Cracking the conundrum of e-cargo logistics: curious case of LoadExx” case study has been provided.

This case study is designed for undergraduate and postgraduate students and senior management professionals in executive education programmes undertaking courses in logistics management and supply chain operations and related cargo logistics courses. This case study denotes integrating key processes from end-users and gaining the trust of drivers, thereby showing the perspective of the plight and conundrums of a cargo aggregator working in the B2C segment. This case study could be used to discuss concepts related to not-for-profit firms, aggregators, policymakers and think tanks.

Teaching notes are available for educators only.

CSS 9: Operations and logistics.

Cases currently available on business model canvas pertain to large multi-national companies. However, this case takes the happenings at a relatively small business and applies the business model canvas there. Through the case, the authors illustrate how small Indian businesses in various small towns and cities are adapting to the disruptions in their businesses. In addition, insight regarding omnichannel operations and their implementation and decision-making at the level of such small businesses is also provided.

The case intends to acquaint participants with the business model canvas and its application in evaluating business models, identifying shortcomings and adapting business models accordingly. The case also provides an overview of how small businesses across India are adapting to the disruptions brought about by their traditional business models. The case also provides insights into omnichannel operations and the challenges of implementation.

Small family-owned establishments/businesses today are faced with an onslaught of disruptions to their prevalent ways of doing business. This case deals with one such business, Rita Cloth Store. The case follows in the footsteps of Sampa Kar, who realises the need for re-evaluating their decades-old business and rethinks their business model to adapt to the changing times and consumer habits. She must consider a number of measures to transform Rita Cloth Store as she attempts to change the decades-old business models to ensure its survival.

The case can be taught in undergraduate and post-graduate courses on entrepreneurship, business models and operations strategy.

Teaching Notes are available for educators only.

CCS 3: Entrepreneurship