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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.

After completion of the case study, the students will be able to understand the importance of being culturally savvy when working in a culturally diverse environment and managing people from different cultures; critically reflect on the risks resulting from the absence of a clear direction from the company’s top management regarding unifying corporate values and a diversity policy for cooperation across cultures; be aware of best practices in implementing diversity management (DM) initiatives in the company; and learn that changes in the strategic orientation (i.e. focus on automation projects) must be cascaded down to hard elements of structures, processes and systems, as well as to soft elements of skills, staff and management style.

The Kuwaiti branch of a Japanese corporation specialising in control systems and instruments, Rising Sun IT, hired a German professional, Alex, to handle the increasing demand for automation from customers. This recruitment followed several unsuccessful attempts by the company to deliver more advanced automation solutions. Recognising the need to adapt to Kuwaiti customer requirements or risk losing market share, Japanese management understood the importance of transforming their engineering staff. Failure to achieve this next automation step would result in a steady decline in market share and ultimately impact the company’s survival. However, Alex, who was supposed to lead automation projects, was confronted with opposition from the Indian engineering staff and managers. He was not able to find common ground with the staff and perceived issues such as lack of communication, delays in work schedules, missed deadlines and high levels of absenteeism, as a sign of low work morale. Although he tried to increase the awareness of his supervisor and other managers by informing them repeatedly about the problems regarding employee behaviours, his interventions went unheard. He felt ousted by his fellow colleagues and the other employees. Besides, from Alex’s point of view, the Japanese top management did not provide clear directions to the staff and explicit support to Alex in his efforts. This case study highlights three dimensions of Alex’s problem with establishing and maintaining working relationships with other people in the company:▪ Alex’s cultural “blindness” and ignorance of differences in work behaviours that ultimately led to his inability to build solid and trustful relationships with other employees. The case study demonstrates Germany’s performance-oriented and individual-centric culture versus India’s family- and community-oriented culture and the Japanese employees’ strongly hierarchical and company loyalty-oriented culture.▪ Lack of support from the Japanese top management to Alex, which is connected with a wider problem of the lack of a systematic strategic approach to managing a culturally diverse workforce. The case study pinpoints the rhetoric–reality gap in DM in the company, where the diversity, equity and inclusion programme and corporate values were applied only formally and had little attention from the leaders as well as non-managerial employees.▪ Employee resistance to change: The lack of positive communication from the top management level in the company regarding automation projects and the lack of support for Alex’s mission in the company resulted in steady resistance to executing projects, which endangered the company’s survival in the market. Also, one part of Alex’s problem with building a working relationship with the Indian engineering staff was based on the fact that others perceived him as the automation “change agent” – an advocate and catalyst of an undesirable change connected with adverse consequences on employment in the Indian community.

This case is intended for discussion in undergraduate management and business study programmes.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The learning outcomes of this case study are as follows: to understand the concept of social commerce and how it is different from e-commerce business, to discuss the unique features of Meesho’s social commerce model, to understand concepts of entrepreneurship (e.g. addressing the gap through business, pivoting), to understand the dynamics of online grocery market and e-commerce market and to apply business strategy concepts to make recommendations.

This case study presents Meesho, an organization in social commerce in India. Meesho was founded by Indian Institute of Technology graduates Vidit Aatrey and Sanjeev Barnwal in the year 2015 to help the small business owners with online selling. It was initially launched as an app that connected local retailers to the customers. Owing to low customer interest and low profit margins, they pivoted the business to a reseller app that facilitated the individuals and small retailers to resell the wholesalers’ products (unbranded and long-tail products) to the customers on social media channels. However, the tough competition from other start-ups in social commerce and retail giants such as Amazon and Flipkart who targeted the same customers impacted their growth. After receiving a funding of US$300m, the founders were considering if they should enter the e-commerce market and directly compete with giants such as Amazon and Flipkart or extend the product line to the online groceries market and compete with dominant players such as BigBasket and Blinkit. Through this case study, the students could be provided an opportunity to evaluate a situation, apply the strategic management concepts and make a recommendation on the strategic plan.

The case study can be taught in the business and strategy courses at the graduate and postgraduate levels in business schools. It is also suitable for the entrepreneurship course with focus on e-commerce start-up and sustainability, which is also taught at the MBA level. This case study can also be used in executive development programs for abovementioned courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

After completing the case study, the students will be able to explore, create and capture the dilemmas of a platform strategy; compare, contrast and configure strategies for successful platform adoption; develop fitting configurations for marketplace design; and use temple framework to evaluate the dilemma of the element of time (do it sooner, delay for later or dismiss forever) in launching a new marketplace.

Shoppre was a parcel-forwarding firm established in 2017. In a short period, Shoppre turned out to be one of the best parcel forwarding and cross-border commerce companies in India, thanks to the first-mover advantage it enjoyed. Shoppre had offerings of shopping and shipping of cross-border e-commerce. As a new firm looking forward to increasing its market power, Shoppre faced the dilemma of whether to launch the marketplace, and if yes, whether to do it soon or delay it for the future. There was also confusion in the marketplace’s design and implementation. Nikkitha Shankar’s (she/her) worry was that if Shoppre did not decide quickly on this, there would be possible crises in managing the partners and their financial performance. Shankar was brainstorming the issues with the founding partner and was gauging the dimensions. This case study presented new marketplaces’ dilemmas along with managing sellers, customers, markets, finance, logistics and digital transformation.

The case study is suitable for undergraduate- and graduate-level students pursuing courses in business programmes and senior management professionals participating in executive education programmes. The case study will also fit well for courses such as the “Platform strategy: building and thriving in a vibrant ecosystem” course [1], digital business models [2] and digital business strategy [3].

Teaching notes are available for educators only.

CSS 11: Strategy.

The case deals with the issue of gaining a sustainable competitive advantage (SCA) in the solar energy market. After completing the case, the student will be able to– develop and apply conventional models of competitive advantage and core competency;– comprehend each step of the business process from a core competency viewpoint;– consider the value of sustainability solutions from a strategic standpoint; and– offer practical templates for creating and implementing a strategy.

This case depicts the challenges faced by Exalta in gaining a SCA because of the imitation of its products by competitors. Exalta, formed in 2008, was among the well-known innovative companies in the solar energy industry in India. In the first 12 years, the company focused primarily on unmet customer demand and developed innovative solar products to address those demands. Overall, over 300 products were launched in the initial years to address the new emerging customer demands. Solar AC, bikes and ventilators were among the popular ones. However, all of its product technology was copied by competitors. In 2021, troubled Exalta was incubated at IIT-Kanpur primarily for a single product, “Magic Inverter,” with substantial funding and IP protection. Despite attempts, Exalta could not capture a recognized market share. In this case, the company’s founder and CEO, Ashutosh Verma, is contemplating two options to gain an SCA: hold the existing and new products or fold the old ones and continue with one or two flagship products, i.e. Magic Inverter and Solar AC.

Graduate, postgraduate level and executive-level courses.

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.

The peer review history for this article is available at: https://publons.com/publon/10.1108/EEMCS-12-2022-0526/

The case depicts an opportunity for undergraduate and postgraduate students to be exposed to the basic digitization of supply chain management, technology adoption, change management and cost-benefit analysis concepts. The study aims to encourage them to use the data given in the case and exhibits to compare and contrast physical and digital supply chains (SC); design the digitized version of the traditional SC; examine the nitty-gritty of technology adoption in the SC context; develop the change management plans for the successful adoption and implementation of SC digitization; design the risk register and Explore the business process management; and conduct the return on investment analysis.

Amber Yen, Chief Operating Officer Apparel Sourcing at Ransys Partners Ltd (RSL), was presented with the task of reducing physical sample production cost and time without impeding order pipeline. RSL was experiencing significant capacity constrain during the COVID-19 crisis, failing to deliver physical samples to international brands. To win large export orders, RSL had to adopt a new innovative way to reduce the sample approval process while meeting customer requirements. Ms Yen wanted to convert the entire sample approval process into a digital mode. She was facing multiple challenges related to the design, implementation and adoption of the digital sample approval process to coordinate the entire SC. She had limited time and was grappling with other impending constraints such as increasing cost, intense competition, demanding customers, shortage of labor due to COVID-19, reducing the bottom line. It was her time to test the idiom “necessity is the mother of innovation”.

The target audience for this case is management or business school students. This case can be used to teach digitization of SC, operations management, organization behavior, digitization of enterprises, IT for business, new service development, supplier management technology adoption, and change management in management or business schools.

Teaching notes are available for educators only.

CSS 9: Operations and Logistics.

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.

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.

Razorpay is a four-year-old Indian B2B fintech startup in digital payments which is venturing into digital lending. It aims to simplify digital payment flows involved in acceptance, processing, and disbursement of payments through superior technology and automation. This case details how Razorpay creates value for businesses by offering service convenience in B2B space. Razorpay started as a payment solutions provider, primarily known for their payment gateway. Over time the market for digital payment in India has matured, with multiple providers offering similar products making it difficult for Razorpay to sustain its growth by using technological leadership and service differentiation. To maintain its growth trajectory, Razorpay has launched multiple new products in the digital payment space as well as announced a foray into creating a marketplace for digital lending through launch of Razorpay Capital. The case provides details of the growth of Razorpay and its move from its core strength of payment gateway

Sunit Raj was the Vice President, Marketing of Schematic Software Company (SSC), a Software-as-a-Service (SaaS) company. He was pondering how to preserve the company's growth momentum it had achieved over the last few years. In the third quarter of 2021, the company's valuation reached USD 25 billion, representing a year-over-year gain of 50%. Within 12 years of operation, it had over 50,000 employees worldwide and over 100,000 paying customers in more than 150 countries. Raj had to decide the company's future direction among new territories, buyer segments and product categories that would bring revenue and aid in sustaining its growth.