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Odds & Edge, a micro venture based in Ahmedabad, India, has created a niche for itself in the affordable designer wear segment. Covid-19 induced lockdown pushed Odds & Edge to the brink of collapse. And because of the severe cash crunch partners need to take a call regarding the continuation or closure of the venture. The case is intended to be discussed in an entrepreneurship class for post-graduate level participants. The case setting is inside Odds & Edge and it was May 01, 2020, when Ms Jheel Jain - a partner & the protagonist, needed to decide the future of the venture. Participants will have a brief understanding of entrepreneurial traits and will also learn about the Ansoff Model of expansion in case of continuation and the different exit choices for an entrepreneur. As Odds & Edge operates in the fashion industry, students will be able to understand the concepts such as Ecopreneurship, Circular Economy, and Trashion. The case follows through the background of Ms Jain, the ideation stage, and the players in the Trashion Industry. It then moves on to the operation of Odds & Edge narrating the process, products, and partners of the venture. The case ends with the decision dilemma for Ms Jain i.e. should she continue? If yes then how could Odds and Edge expand & grow? Or Should Jheel surrender and exit? If yes then what are the probable exit choices for her?

1. to understand the concept of Ecopreneurship, Circular Economy and Trashion; 2. to identify and discuss common entrepreneurial traits; 3. to analyze the Ansoff Matrix for exploration of various expansion/growth strategies; and 4. to understand different exit strategies available to an entrepreneur.

The case is intended to be discussed in an entrepreneurship class for post-graduate level participants.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

Manufacturing, Western management theories and Japanese management practices.

This case can be used in project management or management-related courses at tertiary institutions at Undergraduate and Postgraduate level.

This case provides students with an opportunity to find out what make Toyota so successful in manufacturing through its famous production system as well as the underlying Toyota Way principles. All students are expected to understand the Toyota Way model with a balanced view that goes beyond a set of lean tools such as just-in-time. This case opens a historical account for the Toyota Way model by connecting with possible Western management theories and Japanese management practices.

It is expected to significantly benefit students with industry experience with the intention of initiating appropriate changes in their own industry and/or organization by applying what they have learnt from the Toyota Way, through bridging with Western management theories.

Teaching notes.

The subject areas are entrepreneurship, start-up ventures and business strategy.

The case is appropriate for undergraduate and graduate MBA.

Shikhar Veer Singh (Singh), a post graduate in Medical Biotechnology, quit a cushy corporate job to start his own food venture WoknStove Foodworks Pvt. Ltd. (WSFL) in October 2015. WSFL sold the ubiquitous popular Indian snack food “Samosas” under the brand name of “Samosa Singh”. “Samosa” – a deep fried triangular in shape with conical edges crispy wrap with variety fillings of potatoes/vegetables – was part of unorganized sector and sold by small shops and road-side hawkers. Singh spotted an opportunity to “brand” the “Samosas” that as well was gaining momentum in the international convenience food markets. The company set up a central kitchen near Electronic city, Bangalore, and started experimenting with different fillings. In February 2016, WSFL opened its first quick service restaurant (QSR) in Electronic city, Bangalore. It was an instant hit with consumers of all age groups. Gradually, the company started supplying bulk orders to various other customer segments such as corporate customers, schools and movie theatres/event stalls, that resulted in revenue growth. By January 2017, his monthly annual revenues amounted to INR […] Singh had ambitious plans to expand his business from a single QSR to 15 QSRs across the city by 2018. However, to cater to the increasing demands and support his expansion plans, he was yet to find out the most suitable back-end processes. He had adopted few standard operating procedures (SOPs) for quality operations and implemented 30 per cent of automation for backend processes at his central kitchen. Singh was aware of the automated machinery available in international markets that had conveyor belt arrangements where one could place the flour dough and filling consecutively to get the end product in a shape, unlike the shape of the Indian “Samosas”. The triangular shape with conical edges of the Indian “Samosas” was of utmost importance for the Indian consumers, as the shape associated them with the favourite snack, the “Samosas”. Singh preferred the method of manual filling to maintain the shape and decided to focus on increasing the shelf life of the “Samosas” instead. He felt that an increased shelf life would better equip him to cater the increased market and seasonal demands. However, the question was that whether this was a feasible option to support his ambitious expansion plans (with only 30 per cent automation)? Was Singh’s thinking right with respect to the business operation? More importantly, whether WSFL venture would be able to make an attractive business proposition for investments from any future institutional/angel investor? Singh’s mood turned reflective as he pondered on the above questions.

The case is structured to discuss the structure of Indian QSR market and factors contributing to its growth, evaluate WSFL’s ability to leverage the Indian QSR market potential, its strengths and shortcomings, to highlight the steps of consumer decision making process in terms of selection of a QSR and discuss WSFL’s business model and its future sustainability.

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 3: Entrepreneurship

With Method standing at number seven on Inc. magazine's list of the 500 fastest-growing companies in 2006, cofounder Adam Lowry is searching for a biodegradable cleaning cloth to expand Method's line of “green” household products. Sustainable design principles have been a guiding force in Method's strategy, and being biofriendly is critical. So is sourcing in the United States. But only China can manufacture the corn-based cloth Lowry has in mind, and there is no way to certify that the product is free of genetically modified organisms. Lowry has to balance his firm's fundamental commitment to environmental sustainability against the fact that some retailers refuse to carry products containing GMOs.

ThoughtWorks, a medium-size IT systems integrator, was growing quickly but identified "lack of clear positioning around which to build a brand" as the biggest impediment to continued growth. The company had identified features that it believed differentiated it from its competitors and was considering alternative segments to target. Asks readers to choose a target and develop a positioning statement for that target as well as identify the assumptions underlying the recommended positioning strategy and suggest how market research could help establish the validity of those assumptions.

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.

One of the case writers worked as a student in the summer of 2018 in EnoLight, which provided the inspiration for the case. The first author is not tied to the company and provides an unbiased perspective. The information presented in the case and the quotes were sourced from an interview with Farzad Moghiman in the Fall of 2018, email and phone follow-up with him, and information the second author remembered from his time at EnoLight, which was approved later by Farzad. Supplementary information was obtained from online sources, as cited in the case.

Farzad Moghiman, president of EnoLight, has a vision to revolutionize the use of light and bring it to the forefront of artistic designs. The company was founded in late 2016. Over a year was spent developing the business plan, finding additional partners, establishing the company as a limited partnership, finding and negotiating with suppliers and beta-testing its products. It is now time for Farzad to start selling as his funds, which were his lifetime savings, is running out. He knew the first decision to make was the target market. Identifying the first segment to target would help him select the distribution channel and other marketing plan elements.

The main objective of this case is to segment the market and identify the most attractive segment to target. This case offers an opportunity for students to segment both consumer and business markets and experience the significant impact of selecting the target market on other marketing mix elements. Furthermore, students are exposed to the difficulties of a start-up environment, resource constraints and a lack of market credibility – bearing these factors in mind while generating realistic alternatives. This case can be used in an introductory marketing course.

1. Apply segmentation variables to segment both business and consumer markets and understand how segmentation and targeting impact other marketing decisions.2. Evaluate different customer segments to select the target market.3. Develop the best positioning strategy for a new startup company.4. Recommend an segmentation, targeting and positioning (STP) plan that meets the company’s financial objective.

This case study can be used for courses under marketing management, international marketing or public relations.

This case study may be suitable for courses which discuss decision-making and/or executive actions and execution, at both undergraduate and graduate levels. It could also be used in graduate classes as some open-ended questions are also included to illicit critical thoughts and fresh ideas.

Companies can be boycotted for many reasons; for example, a company may be associated with or engage in egregious acts which trigger a consumer boycott. However, it is unusual for racial and political elements to form the basis of a consumer boycott. This paper describes how a current leader in the packaged bread market, Gardenia Bakeries Sdn Bhd (GBKL), responded to one such online campaign. This case study highlights the importance of effective communications and marketing strategies for responding to sensitive issues involving racism and politics.

Students are introduced to the concept of consumer boycotts and how this may affect a business. Students are exposed to the development of appropriate public relation strategies and explore creative methods to combat bad publicity and/or a smear campaign. Students can learn to appreciate the sensitivity of allegations of racism in a multi-ethnic country and understand how multi-ethnic consumers respond to these types of issues. Students are exposed to the effects of political and socio-demographic influences on purchase behavior in a particular market or country. Students may explore the effects of consumer activism on a company's brand image.

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 research methodology used for this case study follows a comprehensive approach, combining both primary and secondary sources to ensure a well-rounded understanding of the subject. Primary sources include in-depth interviews with the founders of the company, providing valuable firsthand insights into their experiences and decision-making processes. Multiple company visits were also conducted, enabling a closer examination of the operational aspects and allowing for a more holistic perspective on the case. Complementing these primary sources, secondary sources were used, consisting of a diverse array of articles from leading journals, newspapers, magazines and other reputable sources. These secondary sources offer a broader context and perspective, enriching the case study’s content and ensuring a robust foundation for classroom discussion and analysis.

True Elements was a clean health food brand that emerged from the vision of Mr Sreejith Moolayil and co-founder, Mr Puru Gupta, who recognized the potential of promoting healthy foods in India inspired by the health-conscious lifestyle that they observed during their work tenure in China. The co-founders began their entrepreneurial journey in 2011 with “Healthy World” kiosks inside IT company campuses in Delhi, Mumbai and Pune. However, early challenges surfaced as the target market narrowed. Undeterred, the founders sought innovative solutions to expand their reach and created “True Elements” – a brand that resonated with health-conscious consumers given its positioning as a clean and minimally processed food brand devoid of chemicals, preservatives and added sugars. True Elements excelled in the online market and catered to a few offline markets. To sustain and augment their success, the entrepreneurs sought a strategic partnership and succeeded with Marico Ltd. However, challenges remained on the horizon. One was the need to appeal to a new target group: the 25–45 age group with a lower monthly income of INR 30,000. Another pressing question was exploring the entry into the modern trade sector.

This case can be taught in undergraduate and post-graduate business management programs for marketing, strategy and innovation and entrepreneurship related courses. Apart from that, this case can also be discussed in incubator programs as cases highlighting entrepreneurship can facilitate discussions among early-stage founders, providing practical insights and lessons for their ventures. This case also can be discussed very effectively in management classes for working executives.

Emerging markets, business models, information technology.

This case is designed for MBA groups or students from MSc in Management, International Business, Logistics, Information Systems or Environmental Management programs. It can be covered in courses on Strategy, Process Management, International Business, Process Management, Supply Chain Management and Managing Information Systems.

Returpack is a Hungarian company dealing with reverse vending machines (RVMs) that collect aluminum beverage cans, even in crushed form, based on a worldwide technology innovation. All RVMs are online and monitored and managed remotely. RVMs are mainly “fed” by the poorest, often homeless people, who are still motivated by the extremely low (less than 1 euro cent for a can) incentive that comes from the selling of the aluminum waste to recycling smelters. Based on the success of the business model in Hungary, projects were planned in the USA, Austria, Romania, and Turkey in 2013. However, beyond economic, legal and cultural challenges, a dramatic decline in the global aluminum waste prices early in 2014 questioned the return on investment at these projects. Advancements in the material-recognition technologies at waste sorting plants raise further questions.

Evaluating the business model innovation in the case by combining the different approaches of the business model concept with the knowledge on the recycling industry, the crowdsourcing method and the Internet of Things. Based upon this, students may identify and evaluate options for implementing the business model in and adapting to new markets, also by simulating these changes in a formal (numerical) business model.

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

Strategy.

CSS 11: Strategy