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Case study
Publication date: 1 September 2021

Heidi M.J. Bertels and David Desplaces

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables…

Abstract

Theoretical basis

The case integrates frameworks on business models, the business model canvas (BMC) and Porter’s generic strategies in the context of the coffee industry in China. The case enables students to construct a Business Model Canvas for competing companies, analyze the canvas to deduce the generic strategy they are pursuing, and formulate recommendations based on this analysis.

Research methodology

The case is derived from secondary sources, including publicly available reports and information about Starbucks and Luckin.

Case overview/synopsis

This case looks at Starbucks in China as it faces a fierce Chinese competitor and evolving consumer behavior. Luckin, a Chinese coffee store company, had seen explosive growth since its inception in Beijing in 2017. By late 2019, its number of brick-and-mortar locations surpassed the number of Starbucks’ coffee stores in China, which had entered the Chinese market two decades earlier in 1999. Luckin’s focused on convenience through leveraging technology and reducing costs by limiting physical stores. Although Luckin’s fortunes turned in March of 2020, after an accounting scandal came to light, Luckin’s success suggests that consumers were attracted to its positioning as a “fast coffee pickup and delivery” provider. The case describes Starbucks’ strategy in China, which it sees as an important long-term growth market. It also describes the strategic activities of fast-growing, Chinese coffee company Luckin and discusses Chinese culture and consumer behavior.

Complexity academic level

The case is written for undergraduate students enrolled in a business strategy or corporate entrepreneurship course. Given that the case centers on China, it could also be used in international entrepreneurship/business courses.

Details

The CASE Journal, vol. 17 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 16 August 2021

Wendy Du Plessis and Mark Peters

The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the…

Abstract

Learning outcomes

The learning outcomes of this paper is as follows: to give faculty the opportunity to illustrate the strategist’s and marketer’s toolbox, namely, tools and frameworks such as the McKinsey 7S model. Porter’s generic marketing strategies. Strengths, weaknesses, opportunities and threats analysis. Political, economic, social and cultural, technological, environment and legal – external macro analysis. The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership. The case offers relevant experiences and instructive lessons in formulating and implementing business strategies. The case highlights the importance of contextual leadership intelligence and competence in enabling entrepreneurial business activities. The case gives students the opportunity to apply a strategic framework to marketing communications, competitive analysis and branding with a new brand and a new name in a first world economy. The case helps students understand that: successful companies are a success because of their people and leadership, proactive thinking and constantly looking for new opportunities will make you a leader in the market, up-to-date competitor and market analysis are paramount in making the winning decision, staying true to one’s business philosophy and company values build a reputable organization, the importance of creating partnerships and healthy relationships with the distribution channel, the concept of competitive advantage, the concept of differentiation, focus and cost leadership and the concept of value and understanding customer needs.

Case overview/synopsis

The Egan’s Whiskey case offers students a unique opportunity to discover the important, yet grass-root, strategic decisions made by a high-quality alcohol product in a very competitive, well-known brand dominated the market, the USA. The case focuses specifically on issues related to strategic choices and implementation, brand, reputation, leadership, strategic marketing decision-making, customer/retail relationships, customer value and the importance of good marketing intelligence. There are some good examples of out-of-the-box thinking. History reveals that companies with the strongest brands, most proactive leadership, innovative marketing ideas, superb marketing intelligence and deepest relationships with their consumers are the pillars of success. The very assets that define these leading companies provide benchmarks for upcoming organizations. Being complacent and having poor leadership and vision in an ever-demanding customer-driven and competitive environment is a recipe for failure. Organizations and their leadership teams need to start thinking systematically, proactively and strategically about their place in competitive markets and take quick actions to mitigate risks and miss opportunities before they become reality. This case reveals the importance of understanding your strategic landscape, your market, your competitors, your customers, quick thinking and actions and having a rolling strategic plan, which is adaptable.

Complexity academic level

The case is intended for use in MBA and Executive education courses in strategy, marketing and leadership.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 May 2009

Pauline Assenza, Alan B. Eisner and Jerome C. Kuperman

Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual…

Abstract

Ann Taylor was founded in 1954, and its classic black dress and woman's power suit were staples for years. In 1995 Ann Taylor LOFT was launched to appeal to a more casual, costconscious consumer. Under Kay Krill's leadership, the division began to outperform the original flagship. When Krill was promoted to President/CEO of Ann Taylor Stores Corporation in 2005, she was challenged with rebuilding the Ann Taylor brand - (i.e., meeting the “wardrobing needs of the updated classic consumer”) while maintaining the image and market share of LOFT. By mid-2008, an additional problem appeared: the macroeconomic climate was posing considerable uncertainty, especially for retail businesses. Krill was firmly committed to long-term growth. However, given the 2008 situation, what could she do to unleash what she believed was the firm's “significant untapped potential”?

Details

The CASE Journal, vol. 5 no. 2
Type: Case Study
ISSN: 1544-9106

Case study
Publication date: 1 December 2010

Cynthia V.L. Ward

Development of legitimate teaching cases demands cases be factual, that is that they use “real people, real companies, real situations,” and, usually, present time. Rarely, do…

Abstract

Development of legitimate teaching cases demands cases be factual, that is that they use “real people, real companies, real situations,” and, usually, present time. Rarely, do cases deal with historical happenings in which lives, as well as fortunes, could be lost to achieve desired ends. History provides rich material on which to build teaching cases with the added advantage of acquainting students with the past and the influence the past has in shaping the future. Answers to the question of “Why use historical teaching cases” are related to the more general question of “Why study history.” Both questions are addressed.

Details

The CASE Journal, vol. 7 no. 1
Type: Case Study
ISSN: 1544-9106

Abstract

Study level/applicability

Post-graduation.

Subject area

Strategic Management and Entrepreneurship.

Case overview

By July 2021, the curve of COVID-19 second wave started flattening. Hetika Shah, the founder of Sanctuary Innovative Safety Equipment, was unsure whether her business would survive in the long run. The company manufactured 4S Shield N99 masks. The business was doing well when the COVID curve was at its peak; however, the sales wobbled with the flattening of the curve. As the company had manufactured the product, especially for doctors who need protection from COVID, the demand showed a sudden fall after the second wave. She was certain that the business would not survive only on 4S shield mask. Diversification of this business seemed to be a suitable idea, where she could manufacture other safety equipment for the manufacturing industry. At that time, she had neither done market research nor had any prototype for such equipment. This variety of products required a huge investment of funds and time. But, as per the market demand of the existing product, it was crucial to make quick decisions for business survival. She had options in front of her, but the uncertainty of the market deterred the decision-making. She was at a junction with three possible choices: One option was to stay in the business of masks and expand it in medical devices market under health-care industry. The masks could be used by doctors engaged in the treatment of other diseases. She planned to distribute masks to doctors treating tuberculosis and cancer. Another option was to shift her attention to diversification of the business and enter the market of safety equipment under manufacturing industry that demanded more investment and a lot of market research. The main idea was to come up with innovative safety equipment. Though, this opportunity came with its array of risks. The last option was to shift towards her underdeveloped chiller prototype for industrial use. By that time, the prototype was 75% complete. Still, it required a lot more time and attention to be brought at the commercializing stage.

Expected learning outcomes

The case study can be used in the Entrepreneurship and Strategic Management course. It would be suitable for students at the post-graduation level. Discussion would be on the appropriate teaching method. Though there is no prerequisite, it would be better if students had a basic understanding of entrepreneurship and strategic management. It discusses the entrepreneurial dilemma of starting a business. Furthermore, the case explains the decision dilemma of the entrepreneur about the continuance of existing business, expansion and diversification. Students will be able to understand the following concepts: business plan, business development, strategic decision-making in business, entrepreneurial opportunities, sustainability of an enterprise and challenges faced by entrepreneurs. After this case study, students will be able to understand the following models and theories: uncertainty-bearing theory of entrepreneurship, porter’s generic strategy, porter’s five competitive forces, strengths, weaknesses, opportunities, and threats (SWOT) analysis, scenario planning, Ansoff’s growth model and social role theory.

Supplementary materials

Teaching Notes are available for educators only.

Social implications

Women entrepreneurship.

Subject code

CSS 3: Entrepreneurship.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 30 March 2022

Simran Sodhi and Amit Dwivedi

The case study can be used in management for the course of Strategic Management and Entrepreneurship. It is suitable for the students at post-graduate level. Discussion would be…

Abstract

Learning outcomes

The case study can be used in management for the course of Strategic Management and Entrepreneurship. It is suitable for the students at post-graduate level. Discussion would be the most appropriate method for teaching this case study. There is no prerequisite required to participate in the discussion. Participants will be able to engage in discussion regarding expansion strategies for micro-enterprises; targeting the right segment of the market; exploring the market opportunities; innovation for entrepreneurial growth; and sustaining an enterprise. After this case study, students will be able to understand the following theory and model: SWOT analysis; resource base theory; McKinsey ESG proposition; Porter’s generic strategy; Schumpeter’s innovation theory; Ansoff’s growth model; and diversification strategies.

Case overview/synopsis

Being a micro-enterprise with heavy financial constraints, it was never easy to sustain the business at the time of pandemic. Mrs Jyoti Pruthi (owner of Pruthi Spices) made extraordinary efforts that would help her in survival of her business. She could not recover the business as it was before the pandemic. During such times, the loss of her husband was a setback. That incident broke Mrs Pruthi emotionally as well as financially. By taking some crucial managerial decisions, Mrs Pruthi strategized for the sustainability of her business. Now it was January 2022, after two years of the outbreak of the Covid-19 pandemic in the world. However, because of the market situation, her pressing dilemma was regarding business survival in such lean times.

Complexity academic level

The case is meant for undergraduate and post-graduate students pursuing management with specializations in Entrepreneurship and Marketing. The case is bet fit for women entrepreneurship development capacity-building programs, especially in the Asian region. The case is also suitable for any short-term training program where manifestations of entrepreneurship are being taught. It can also be used for Executive and Management development program aiming at women or disadvantaged entrepreneurship. The case can also be used for general courses like “Strategic Management” and specialized courses like “Entrepreneurship Management”.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Content available
Case study
Publication date: 25 August 2022

Rebecca J. Morris

Abstract

Details

The CASE Journal, vol. 18 no. 5
Type: Case Study
ISSN:

Case study
Publication date: 18 January 2019

Nishant Saxena and Marius Ungerer

Cipla-Medpro acquisition: the pre- and post-merger story.

Abstract

Title

Cipla-Medpro acquisition: the pre- and post-merger story.

Learning outcomes

The learning outcomes are as follows: to develop a deeper understanding of the pre- and post-merger factors that should be considered in an M&A transaction; to develop an appreciation of the human capital and organisation cultural aspects involved in cross-country M&A’s; to develop an understanding of the role of leaders and an integration team to make an M&A realise the intended value; and to develop a sensitivity for doing an M&A in a developing country like South Africa.

Case overview/synopsis

This case study creates opportunities for discussing both pre-merger and post-merger dynamics to create a sensitivity that multiple factors contribute to a successful merger and acquisition strategic move. It is intended for classroom discussion only and does not represent correct or incorrect handling of the situation.

Complexity academic level

The complexity is MBA level. This case is primarily focussed on M&A’s as part of a course in Strategic Management (MBA level) but can also be considered for a course on Strategic HRM.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS: 11 Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 15 June 2021

Sathyanarayanan Ramachandran

The case could be effectively used in courses on entrepreneurship, strategy and brand management in MBA programs and executive-level training programs.

Abstract

Study level/applicability

The case could be effectively used in courses on entrepreneurship, strategy and brand management in MBA programs and executive-level training programs.

Subject area

Entrepreneurship, strategy, marketing, women leadership and women in business.

Case overview

This case deals with the business decision-making situation of Ms Jyotsna Ramachandran, a first-generation woman entrepreneur from Southern India, who has created a Global collaborative business network in self-publishing of books from India. After gaining industry experience for five years in some of the leading retail brands of India, she decided to take a plunge in entrepreneurship. She tried several businesses ranging from retail staffing to custom-made chocolates. Though it was profitable, the volumes and margins were smaller, and Jyotsna aspired big. As, at that time she was on her family way, she decided to identify a profitable business with better value creation and premium for the consumers and at the same time free from minute-by-minute concentration to take care of her child. In other words, a less-hassle home-based business with better revenue streams and margins. The case gives a thorough background of her rise in the industry and talks about some of her new ideas and plans.

Expected learning outcomes

Students will be in a position to: 1. Understand gender issues and bias affecting women in work. 2. Illustrate the initial phases of entrepreneurship. 3. Understand and apply the evaluation tools like PESTLE, SWOT and then business model canvas. 4. Understand the value chain and the intensive and integrative growth strategies. 5. Illustrate blue oceans in an industry setup – irrespective of the industry growth rate. 6. Apply perspectives on brand management.

Supplementary materials

Detailed teaching notes attached. Teaching notes are available for educators only.

Social implications

The case addresses the important gender issues affecting women’s work–life balance. It will also inspire many women through the success of the woman protagonist and her project head well documented in this case study.

Subject code

CSS 3: Entrepreneurship

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 15 November 2019

Mohanbir Sawhney, Birju Shah, Ryan Yu, Evgeny Rubtsov and Pallavi Goodman

Uber had pioneered the growth and delivery of modern ridesharing services by leveraging the explosive growth of technology, GPS navigation, and smartphones. Ridesharing services…

Abstract

Uber had pioneered the growth and delivery of modern ridesharing services by leveraging the explosive growth of technology, GPS navigation, and smartphones. Ridesharing services had expanded across the world, growing rapidly in the United States, China, India, Europe, and Southeast Asia. Even as these services expanded and gained popularity, however, the pickup experience for drivers and riders did not always meet the expectations of either party. Pickups were complicated by traffic congestion, faulty GPS signals, and crowded pickup venues. Flawed pickups resulted in rider dissatisfaction and in lost revenues for drivers. Uber had identified the pickup experience as a top strategic priority, and a team at Uber, led by group product manager Birju Shah, was tasked with designing an automated solution to improve the pickup experience. This involved three steps. First, the team needed to analyze the pickup experience for various rider personas to identify problems at different stages in the pickup process. Next, it needed to create a model for predicting the best rider location for a pickup. The team also needed to develop a quantitative metric that would determine the quality of the pickup experience. These models and metrics would be used as inputs for a machine learning.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

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