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The learning outcomes of this paper is as follows: understand the impact of macroeconomic challenges on startups; gain insights into the effects of self-management attribute over entrepreneurial effectiveness and performance; create a conceptual framework for customer satisfaction; analyze the internal and external factors affecting the entrepreneurial journey of new startups.

This case revolves around the entrepreneurial journey of Mr Khursheed Chohan who belonged to Sukkur (Pakistan). He started his journey as a daily wage worker in the year 2002 at the age of 17 years. After one year he acquired a rickshaw on rent and would drive the same as a taxi. In the year 2006, he started the job as a private driver. For achieving his dreams, he moved to Karachi (the land of opportunities) at the age of 27 years. During his stay in Karachi, he learned about insights into the wedding decoration industry. Keeping in view the market requirements, he also took some training courses on learning computers. By the age of 34, he returned to his hometown with the will to start his business venture of wedding decoration services. It had been around one year, he was successfully running his business. However, the emergence of Coronavirus (COVID-19) and the imposition of lockdown over businesses were his most recent challenges. While Chohan had pre-booked several orders and secured advance money, shall he be able to survive the COVID-19 effects? Shall he be able to continue his entrepreneurial journey?

Undergraduate.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this case is to expose readers to the dilemma of expanding domestically or internationally and simultaneously taking key decisions while expanding the business to the international markets. It could be a foundational case for understanding international expansion and growth strategies.

After the case analysis, students would be able to:

• understand the potential of the domestic market and the factors affecting the international expansion;

• evaluate the various methods to enter an international market;

• identify the challenges of expanding a business into emerging markets such as India;

• analyze the various growth and expansion strategies in an emerging market such as India; and

• assess the online promotion strategies in an emerging market.

NIVA, The Satin Collection, is a manufacturer and distributor of a luxury collection of silk and satin products. Founded in 2020, NIVA is based in Dubai with more than 1,000 customers. The products include silk bedding, silk sleepwear, fashion accessories and reusable satin masks, and they are made-to-order, custom-made and tailored locally in Dubai. Currently, all the operations are run and managed by the company’s founder, Purva. The only operation which is outsourced is the stitching process. The company is completely operating online and is currently promoting products only through social media platforms such as Instagram and Facebook.

Purva is planning to expand her business. The two options are extending her existing operations in the UAE and expanding to other emerging markets, starting with India. Purva needs to decide on a suitable internationalization strategy to decide whether it is the right decision to enter the Indian market, including an entry and promotion strategy in her target market. In addition, she needs to decide whether to continue with NIVA’s current business model in India. There might also be additional possible challenges for NIVA in entering the Indian market.

Postgraduate MBA students, other graduate-level management programs and undergraduate-level students.

Teaching notes are available for educators only.

CSS 5: International Business.

Following are the learning outcomes: recognize the significance of project management as an integrated approach for managing projects in an unprecedented situation. Identify the issues related to managing contemporary projects such as shorter product life cycles, changing customer preferences and last-minute risks. Evaluate the role of sub-domains of project management such as project prioritization, project negotiation, project portfolio system, project risk assessment and management and project stakeholder management.

It is the year 2020, and the entire world is struggling to cope up with the crisis caused by the corona virus (COVID-19) pandemic. Normal life has come to a standstill. All industries have realized the significance of developing innovative strategies to move to the new normal situation. This case describes the plight of TVR Cinemas, a business vertical of Tiya Group, which caters to the business of production and distribution of Bollywood and Hollywood movies in India. With the lock-down of the Indian subcontinent, the multiplex business is badly hurt. With new norms of sanitation, social distancing, and a ‘stay home stay safe policy’ the company has to devise new ways to sustain in the market. This case invites students to put themselves in the shoes of the company project manager, Mr. Ramchandani, to provide recommendations about deciding ways to release seven pipe-lined Bollywood movie projects, deciding on the appropriate over-the-top (OTT) partner for tie-ups, and devising strategic steps to recover the reputation of the company by launching an OTT platform themselves.

The case is useful for introducing basics of project management along with decision making for projects in an uncertain situation. This case can be used for the students of undergraduate/postgraduate/executive level across the modules of project management/project risk management and negotiation management.

Teaching notes are available for educators only.

CSS 9: Operations and logistics.

Learning outcomes are as follows: understanding the importance of aligning an entrepreneur’s personal orientation and values (e.g. detachment from the enterprise) with business decisions related to enterprise development; appreciating how prior exposure to business settings can be a source of entrepreneurship pursuits for an entrepreneur; and understand whether a different type of leadership can be instrumental in the creation, running and growth of an entrepreneurial venture, especially in terms of introducing differentiated offerings in the target market.

The case is about an entrepreneur, Sangeeth Varghese, with a very humble and conservative background, who worked in various firms, small and large, and become a young global leader at World Economic Forum, before foraying into entrepreneurship. He is driven by the core values of detachment and democratization, which is reflected throughout his life course and has developed his own views on leadership. After running his first venture LeadCap Ventures with some measure of success, Sangeeth is about to launch his new venture LeadBurg, a web- and mobile-based application for behavioral rating and competency discovery for individuals. The predicament for Sangeeth is about the uncertainties related to the new launch from a business perspective, as well as the concern whether the core principles of democratization and detachment that he identified with, would stand the test in this launch.

Master level program (e.g. MBA).

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship.

The novelty of this case is the multidisciplinary focus where the aspects of entrepreneurship, marketing strategy and finance are mixed together. Students are expected to apply their knowledge of Business Model Canvas and Marketing 4.0, as well as learn about the new type of entrepreneurial finance such as crowdfunding. The setting of this case is novel too – the new quest games industry in Russia. Finally, the novelty of this case is its format where the protagonists’ interview is available as a podcast, and thus, the students will need to review only the tables and the appendices.

This decision case was field researched by the authors who interviewed the founders of this start-up and the business incubator (BI) director. No information was disguised in any way. Also, the secondary research on the main trends in the development of the international and Russian quest markets was completed by the authors in the preparation of this case.

Paranoiabox.ru case presents an entrepreneurial and strategic marketing decision situation. In May 2019, in Moscow, Russia, two young residents of the MGIMO University BI, Anastasia and Max, founded the start-up business called Paranoiabox.ru. This project was a quest in a new format with home delivery: a mixture of escape, detective and board game. The player received by post a box containing various objects. Interacting with them, he/she unraveled the plot thread, found clues and gradually approached the final clue. The game with complex copyright puzzles had a built-in hint system and provided mechanisms for interaction online. By July 2019, 30 boxes for their first quest were sold. The subscribers were waiting for a new quest. Despite the first sales, Anastasia and Max had no budget for hiring freelancers or outsourcing. They were faced with an urgent and challenging dilemma: whether to concentrate on the current product sales and spend all the budget on promotion or, alternatively, to launch a series of new quests and focus on the target market with high brand awareness. There was an additional funding dilemma: should they apply for crowdfunding?

This case is a multidisciplinary case with the aspects of entrepreneurship, marketing strategy and finance. This case is intended primarily for a course in entrepreneurship at the undergraduate or graduate level. This case is also ideal to be used as a capstone project in a degree programme for entrepreneurs.

This case describes the journey of Karson as he transitions from female to male. Throughout his life, Karson experiences a great deal of anxiety trying to reconcile his identity with the expectations of society. The anxiety inherent in this situation is described in order to get the reader to more fully empathize with the issues faced by transgender individuals. The case then focuses on issues specific to the workplace as Karson begins his career with a counseling agency and experiences several instances of discriminatory behavior.

Leadership, organizational behavior, entrepreneurship.

This case study is intended for undergraduate and graduate levels.

This is a leadership case about Agnes Jean Brugger, founder of the A.J. Brugger Education Project (also known as the A.J. Brugger Foundation (AJBF)) in San Juan del Sur, Nicaragua. It is the story of how and why she and Chris Berry co-founded this unique non-profit foundation in tandem with Piedras Y Olas: Pelican Eyes Resort (PEPO) in the late 1990s. The case focuses on how her identity and values shape the origins of AJBF and how the organization evolves in the context of the Nicaraguan and Anglo-American cultures. “Devoted to assisting Nicaragua through education and development of one of the country's most valuable and treasured resources: its young people”, the vision for AJBF was a cutting edge socially conscious venture that grew to meet the needs of the community that had captured Jean's heart and mind. The case ends in early 2009 on the precipice of the biggest economic down-turn the US economy has experienced in recent history. Standing at the edge of this cliff, Jean contemplates the numerous successful accomplishments of the foundation, while reflecting on the many leadership and organizational problems she, as Founder and Chair of the Board, faces.

The case will help participants to: evaluate and discuss leadership effectiveness, identifying responses to opportunities and challenges; explain cross-cultural identity from the Globe Study model and how it impacts organizational interactions; explore successful models of cross-cultural leadership through the lens of gendered theory; explore the ways in which social entrepreneurship can be seen as an extension of socially-minded leadership; describe how socially-minded entrepreneurship is different from traditional forms of entrepreneurship; describe social identity and evaluate its impact on leadership; and discuss the rich historical and community context that influences interpersonal and organizational dynamics.

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

To understand social entrepreneurship and a social entrepreneur; to identify a social problem and develop a business idea; to understand the theory of entrepreneurial opportunity recognition; and to understand microfinance and its impact in the lives of the poor.

The case traces the journey of its founder Chandra Shekhar Ghosh from being a small time entrepreneur in microfinance to being the owner of a universal bank named Bandhan. Bandhan bank started its operations on August 23, 2015 with 501 branches, 2022 service center and 50 ATMs across 24 states. It had 14.3 million accounts, around 105 billion loan book and 19,500 employees. The founder of Bandhan bank, Chandra Shekhar Ghosh, an Ashoka fellow had won numerous awards such as Entrepreneur with Social Impact Award by Forbes (2014), Entrepreneur of the Year by Economic Times (2014), Skoch Financial Inclusion Award (2011), Entrepreneur of the Year Award (2014) by AIMA to name a few. In 2014, Bandhan was also recognized as Global Growth Company by World Economic Forum.

The case is suitable for analysis in a MBA level course on social entrepreneurship.

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CSS 3: Entrepreneurship.

Through this case, students will not only learn about the latest development of this emerging industry, IoT, but also gain a systematic understanding of “ecosystem strategy” and get to know a new corporate growth model called “co-creation”.

This case describes why and how Advantech Co., Ltd. (hereinafter referred to as Advantech) has transformed in the age of the Internet of Things. Aware of the ecosystem attributes of the IoT industry and committed to the company’s principle of “altruism”, Advantech strategically positioned itself as an “IoT platform provider” and an “enabler” for IoT applications. After carrying out a reform in terms of internal management, external cooperation, and development model, Advantech has evolved from an industrial computer maker to an IoT solution provider. Since the launch of the “co-creation model” at the end of 2016, Advantech has drawn attention from many excellent companies in traditional industries. With the Internet of Everything close at hand, Chairman KC Liu is well aware there are many challenges to overcome as Advantech strives to build an industrial IoT ecosystem, the “evolution” continues.

MBAs, EMBAs and senior executives.

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CSS 11: Strategy