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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.

The subject areas are business communication, human resource management and health care.

The case was designed for use in a first-year MBA-level course in business communication but would serve well in a course for executives or for advanced undergraduates. It might also be assigned in general management courses to evoke discussion on communication skills required in sensitive and critical situations; human resource courses; and course on health care.

Palliative care is a specialized medical care focussing on improving the quality of life of patients suffering from life-threatening illnesses. It addresses symptom management and psychosocial and spiritual concerns of the patient and its caregivers. With the intent to alleviate the sufferings of terminally ill patients, Rajbala Foundation, a non-government organization (NGO), works at the psychosocial and spiritual levels. While training their volunteers in effective palliative care communication, it often encounters challenges such as socio-cultural variations, organizational challenges, appropriate verbal and nonverbal communication, etc. This teaching case focuses on the communication challenges faced by the volunteers of Rajbala Foundation. It would lead to a broader discussion on communicating empathically during critical situations. The case has a focus on NGOs, and non-profit organizations, public sector management, health-care management and human resources management. There is significant literature on communication skills for medical practitioners in palliative care. As an increasing number of NGOs step in to provide the second level of care to critically ill patients in non-physical domains, there is a need to understand the role of effective communication for such care providers. This case deals with non-medical care providers in palliative care; the issues of communication they face as they interact with patients; and the skills they require to address the emotional and spiritual needs of patients and their families.

The aim of this case is to raise awareness of the complexities involved in the communication process during an emotional and sensitive interaction. It aims to encourage volunteers involved in palliative care to reflect on good communication practices when communicating with patients and family members. After reading this case, the students should be able to discuss the complexities involved in the communication process when communicating in situations with high emotional involvement; understand the core elements of emotional interactions for effective practice; and emphasize the need for the development of communication skills within palliative care.

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 6: Human Resource Management

In the light of the case and the accompanying case questions, the students should understand:1. The theoretical underpinnings of the brand positioning and brand repositioning.2. Critical evaluation of marketing communication material in the light of theoretical underpinnings.3. The nuances of operating in emerging markets in technology-driven sectors.4. The intricate link between the business goals and communication goals5. The application of the attention-interest-desire-action model and the brand media wheel when translating business strategies into communication strategies.

It was in June 2016, when Asad Haroon, the young head of brands at Ufone, a Pakistani originated telecom operating company, was posed with a challenge of dwindling subscriber identity module card sales, deteriorating average revenue per user and an exponential increase in customer churn. The telecom industry itself was in a flux due to various factors such as changes in the regulatory frameworks and technological shifts.Asad felt that the reason for the brand’s decline might be the lack of synergy between the business strategy and the brand’s communication strategy.Asad knew that he would have to make some unpopular choices and review his brand’s communication strategy which had not yet proved to create a harmony between communication goals and business goals. However, he was unsure about how and if at all he should go about changing a marketing legacy and the brand’s positioning which had reigned the minds of his peers and his customers for so long.

This case is aimed toward undergraduate students enrolled in courses of principles of marketing, marketing communications and corporate media strategy.

Teaching notes are available for educators only.

CSS 8: Marketing

The case study is based on field research and also on secondary data. A primary survey is included in the case study. Simple frequency and factor analysis as statistical tools have been used.

Family businesses, like that of Kiran Rai’s, owning a local Mom and Pop store in an emerging city were faced with a serious problem of sustaining their businesses. These family businesses countered immense competition from: their own types, i.e. from other local Mom and Pop stores within the same cities; online stores; and the organised stores.The choice of the customers to buy goods from the neighbourhood shops has remained largely as an age-old tradition in the households. With the millennials and the Generation Z (Gen Z) exposed to an array of brands, can they become the first choice of young customers for shopping for all kinds of products and varieties? Can the local Mom and Pop stores spread their wings across the young generations, particularly the Millennials and Gen Z through inexpensive social media channels? What are their growth options? How can the social media serve this purpose? The case uses the social cognition theory and the use gratification theory to throw light on the new concept of Social Shopping.

The case is meant to be discussed in courses like Fundamentals of Marketing, Digital Marketing and Retail Marketing in a 90-min session in the Post Graduate as well as in the Working Executives’ Management programmes. The case analysis will expose the students to the use of social media and its benefits to the small businesses. The students will also be able to analyse and understand the different types of Online Consumers’ Shopping Personalities. This would enable them to strategize for different stages in the decision-making processes.

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The learning outcomes are as follows: understanding the impact on company growth through identification and alignment of stakeholder priorities in a project for SME in an emerging market; analyzing the impact of stakeholder alignment and relationship management on the project outcome; and evaluating the importance of Stakeholder Management for effective Project Management.

The case of ‘Hospedia Medicare,’ a medical device manufacturing company based in India, was started by a family involved in the medical devices business for over two decades. The company began operations in a new avatar and focused on one medical device or product by 2013. The product was designed with quality features to solve customer problems, making the cost relatively high compared to other domestic peers. Creating new product lines or updating the existing product attributes was imperative for the company to attain its growth objectives. The protagonist was dealing with a dilemma involving managing various stakeholders, aligning the project scope to create a growth story for the company in line with its vision and managing the stakeholders by understanding and analyzing their needs, expectations and interest, thus influencing the project outcome. The case can be used by instructors to identify, understand and evaluate the importance of different stakeholders on project outcome or success. Furthermore, it can be used to analyze and critique the impact of stakeholders on project scope, which can affect the long-term sustainability of the company, as different stakeholders have different expectations and needs. The case also details how regular communication, collaboration and awareness became essential for the project's success. Lack of an effective engagement strategy at the project planning stage can have risks concerning cost and achieving the overall vision, which creates a positive outcome for all the stakeholders.

The case study can be introduced to graduate and undergraduate students to reflect on and critique the importance of Stakeholder Management in Project Management. It can be used for, entrepreneurship, project management, operations and strategy, particularly emphasizing for small and medium enterprises (SMEs).

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

The learning outcomes of this study are as follows:▪ to analyze service attributes that influence customers’ decisions to purchase services;▪ to identify the factors that influence customers’ perceptions of service quality;▪ to identify the “moments of truth” that the service provider (IndiGo) would need to monitor and manage through the service encounter; and▪ to use the Servuction model to analyze the various elements of the service process.

In May 2022, the chief executive officer of IndiGo Airlines - India’s largest passenger airline by market share, Ronojoy Dutta, faced flak over the airline staff's handling of a specially abled child travelling with his parents on IndiGo Airlines. The staff member, reacting to the tantrums of the disturbed child, had refused to allow the boy and his parents to board the flight. He had cited the “risk to other passengers” from the boy as the reason for such a refusal (Biswas, 2022). In spite of the boy’s parents being supported by their fellow passengers, the IndiGo staff member refused to relent, and the flight took off without the trio (Firstpost, 2022). The incident goes viral when a fellow flyer shares a Facebook post describing it first-hand and provokes widespread condemnation of the nation's “preferred airline” (IndiGo, 2023) by citizens and politicians on various social media platforms besides Facebook (Gupta, 2022). Dutta initially supports his employee even as he issues a statement expressing his regret at the “unfortunate incident” (Business Standard, 2022a). The regulatory body for aviation in India, the Directorate General of Civil Aviation, imposes a fine of INR 5 lakh on IndiGo for denying boarding to a specially abled child (Indian Express, 2022). How could an incident like this impact the perception of IndiGo’s service quality? How could Dutta better ensure that IndiGo managed the various touch points with the customer over the entire service encounter – the “moments of truth”? How could he prevent such a fiasco in the future, ensuring that IndiGo remains India’s “preferred airline”?

This case is intended to be taught in an undergraduate or MBA marketing course in a module on service marketing. The case can also form a 90-min module in a service marketing course within an advanced management or executive education program.

Teaching Notes are available for educators only.

CCS 8: Marketing.

The learning outcomes of this study are as follows:▪ to explain the marketing of products that fall under “stigmatised” products;▪ to develop a multi-segmentation strategy and identify variables used in segmentation;▪ to identify the target segments;▪ to draw a value proposition canvas;▪ to construct positioning statements; and▪ to decide the product portfolio based on segmentation, targeting and positioning (STP).

This case considers the dilemma faced by Deep Bajaj, CEO of Sirona Hygiene Pvt. Ltd., a company in the female menstrual and intimate hygiene products space, in May 2021. During an investor meeting, an investor questions Sirona’s focus on menstrual cups (MCs) and advises Deep to expand instead the sanitary pads category. While the company has been growing at more than 100% year-on-year and has also been profitable for the last three years, the case considers how Deep can better participate in the bull run in the Indian menstrual hygiene market. Should he discard menstrual cups from Sirona’s product portfolio and concentrate on sanitary pads – India’s most highly accepted menstrual hygiene product? Alternatively, should he discard sanitary pads from his product portfolio and focus on MCs – his flagship product? Or, could he tap the large and growing menstrual hygiene market to “have his cup and pad too”?

This case is suitable for a class of 90 min in an undergraduate course or an extended session of two 90-min classes in a graduate MBA course. It can be studied as part of the STP module in a Marketing Management course. It may also be used in a strategic management course within a graduate MBA program to provide an understanding of the value proposition canvas as part of the module on business model canvas.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case study is intended to supplement postgraduate business learning with the facilitation of an academic practitioner. The case draws on a culmination of subjects, and the participants are encouraged to juxtapose the case information with their professional experiences; however, the primary focus of the case material will be centred on strategy, innovation, and entrepreneurship.

The primary audience for the teaching case is management education programmes including: Master of Business Administration (MBA), Postgraduate Diploma (PGDip), specialist Masters in Management, and certain Executive Education programmes.

This case is about protagonist Ndabenhle Junior Ngulube, the cofounder of an innovative technology-enabled insurance intermediary company called Pineapple. The company has identified an opportunity to resolve the inherent conflict of interest within the insurance industry, as well as the grudge association of non-life insurance purchases. While the competitive landscape of the sector is traditionally dominated by a few large incumbent market participants, Pineapple's digital distribution strategy is more effective at converting ‘clicks-to-clients’, at a fraction of the typical customer acquisition cost. The peer-to-peer business model also allows for superior risk-selection, greater affinity, and lower incidents of fraudulent claims. Ndabenhle and the team develop the company's customer acquisition strategy by drawing on technological trends, reputation drivers, and a concentrated social media approach that focusses on trust, access, product, and value. But, as 2020 begins, Ndabenhle faces choices about the means and methods of scaling the business operation. The case documents the first few years of Pineapple's operations, with a strong focus on business model innovation, distribution, scalability, and technological integration.

To analyse the role disruptive technologies play within sectoral business model innovation

To evaluate the industry-specific competitive business landscape and complexities of building and maintaining a sustainable competitive advantage within a niche market segment

To assess the strategic growth opportunities for an emerging market Insurtech disruptor

To critically appraise the entrepreneurial complexities faced by decision-makers when looking to challenge incumbent market leaders

The case includes theoretical references to family business, organizational culture, resource-based value and leadership.

The case combines primary and secondary data. There is ample public information about Martin Guitar including histories of the company and its instruments. These were used for background. Primary data were provided by the company in the form of customized data and interviews.. The case writer has served Martin Guitar as a consultant and also plays Martin instruments. The case writer had numerous opportunities to interview Chris and his key lieutenants.

In 2019, C.F. Martin IV (Chris) was in his fourth decade leading one of the America’s oldest family-owned companies, C.F. Martin & Co., Inc. Martin Guitar is a globally known maker of fine guitars that are prized by collectors, working musicians and amateur musicians. Chris was raised in the family business and took on the CEO’s position at the age of 30. The case describes the company’s management practices and the culture that has emerged from them. In 2019, at age 64, Chris confronted issues faced by his predecessors over multiple generations: how to prepare the company for succession, and maintain its strong performance as a family-owned company in a dynamic industry environment.

The case is designed for a management course for upper-level undergraduates.