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Case study
Publication date: 15 November 2023

Valerie Mendonca, Supriya Sharma and A. K. Jain

Kaleidofin was co-founded in 2017 by Puneet Gupta and Sucharita Mukherjee; former CFO and CEO of IFMR (Institute for Financial Management and Research) Holdings Pvt Ltd. As part…

Abstract

Kaleidofin was co-founded in 2017 by Puneet Gupta and Sucharita Mukherjee; former CFO and CEO of IFMR (Institute for Financial Management and Research) Holdings Pvt Ltd. As part of their roles at IFMR, Gupta and Mukherjee focused on designing products and developing technology to push for financial inclusion. In their field interactions, the co-founders had an epiphany of the challenges faced by people while trying to save towards important life goals. They saw an opportunity in the large segment of financially under-served people in India and quit their jobs to start Kaleidofin. Kaleidofin was conceptualised as a digital platform that offers customised financial solutions to help customers meet their life goals. The start-up partnered with mutual fund companies for solutions on one hand and network partners (NGOs, microfinance organizations, cooperative banks) on the other for access to their existing customers.

Kaleidofin grew from 50 customers in January 2018 to 15,000 customers by March 2019. Aiming to grow to 1 million customers in the next 30 months Kaleidofin faces a dilemma about its future course. The start-up could continue to grow by expanding its current target segment which is the low-income households and preserve its vision at the risk of increasing costs. The second option would be to look at other potential target segments, such as, middle-income households and risk diluting their vision. The case study highlights the unique customer-centric model of Kaleidofin and the need for start-ups to understand the value proposition of their products/services.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Case study
Publication date: 20 January 2017

Robert C. Wolcott and Michael J. Lippitz

The (A) case describes the evolution between 1999 and 2005 of an unusual innovation team within the office of the chief information officer at oil and gas giant BP. This team…

Abstract

The (A) case describes the evolution between 1999 and 2005 of an unusual innovation team within the office of the chief information officer at oil and gas giant BP. This team helped business units conceive, develop, and implement novel, value-added applications for emerging information technologies. The team leader, vice president and chief technology officer Phiroz Darukhanavala (“Daru”), eschewed a large group and venture budget in favor of a small, lean team intimately engaged with BP's business units. The case describes several mechanisms created by the CTO office during its early evolution: “Blue Chalk” events that expanded executives' appreciation of emerging technology capabilities, a network of relationships through which emerging technologies were scouted and vetted, a structured technology transfer process, and annual “game-changer” projects.

The (B) case describes how the CTO office team members in 2011 again solicited advice from their ecosystem of thought leaders and held workshops to significantly enhance their impact. As a result, they began developing solutions for broader, more fundamental business problems that came to be known as Grand Challenges: extremely difficult business problems whose solutions could potentially create hundreds of millions—or billions—of dollars in business value.

After reading and analyzing the case, students will be able to:

  • Understand the management challenges associated with realizing the business value of new technologies

  • Explore how innovation management evolves as an innovation team learns from its successes and failures and, more importantly, builds a reputation within and outside the company

  • Examine a prototypical “advocate” model of corporate entrepreneurial practice

  • Explore a leading example of a successful internal innovation program

Understand the management challenges associated with realizing the business value of new technologies

Explore how innovation management evolves as an innovation team learns from its successes and failures and, more importantly, builds a reputation within and outside the company

Examine a prototypical “advocate” model of corporate entrepreneurial practice

Explore a leading example of a successful internal innovation program

Case study
Publication date: 20 April 2021

Puran Singh and Suryani Sinha Ray

The case fosters discussions on basic concepts of entrepreneurship that include building a minimum viable product before launching a finished product, the importance of doing…

Abstract

Theoretical basis

The case fosters discussions on basic concepts of entrepreneurship that include building a minimum viable product before launching a finished product, the importance of doing market research for early-stage startups, challenges in understanding an unfamiliar domain or industry and understanding the dynamics of business to business market.

Research methodology

Team Arnetta’s founders were interviewed in relation to the case. After the initial round of interviews, a product demonstration was given by Arnetta. Follow up interviews were conducted to delve-deeper into the problem while secondary research was conducted to understand the market dynamics and competitive landscape at the point in time in the case.

Case overview/synopsis

The four founders of Arnetta Technologies debate go-to-market timing for Integrated Breeding and Research Management Software, a data handling software for the R&D process followed by seed enterprises in India. The founders had spent over US$75,000 on the product development on which they had been working for more than one year. Two of the founders had given up their full-time jobs to work dedicatedly on the venture. The product was being customized to the requirements of their only client. Product development was taking longer than anticipated. To add to the challenges, international competitors had started capturing the Indian market. The founders had two options. First, they could wait and finish the product development before reaching out to their prospective clients – leading to delays and losing out on the market. Second, they could reach out to prospective clients and convince them to use the work-in-progress version of the product – which could turn out to be a deal breaker. The founders had to come to a consensus soon.

Complexity academic Level

The case is intended for students in undergraduate or graduate-level courses related to entrepreneurship, new venture creation, innovation management and business management.

Case study
Publication date: 20 January 2017

Robert C. Wolcott and Michael J. Lippitz

The (A) case describes the evolution between 1999 and 2005 of an unusual innovation team within the office of the chief information officer at oil and gas giant BP. This team…

Abstract

The (A) case describes the evolution between 1999 and 2005 of an unusual innovation team within the office of the chief information officer at oil and gas giant BP. This team helped business units conceive, develop, and implement novel, value-added applications for emerging information technologies. The team leader, vice president and chief technology officer Phiroz Darukhanavala (“Daru”), eschewed a large group and venture budget in favor of a small, lean team intimately engaged with BP's business units. The case describes several mechanisms created by the CTO office during its early evolution: “Blue Chalk” events that expanded executives' appreciation of emerging technology capabilities, a network of relationships through which emerging technologies were scouted and vetted, a structured technology transfer process, and annual “game-changer” projects.

The (B) case describes how the CTO office team members in 2011 again solicited advice from their ecosystem of thought leaders and held workshops to significantly enhance their impact. As a result, they began developing solutions for broader, more fundamental business problems that came to be known as Grand Challenges: extremely difficult business problems whose solutions could potentially create hundreds of millions—or billions—of dollars in business value.

After reading and analyzing the case, students will be able to:

  • Understand the management challenges associated with realizing the business value of new technologies

  • Explore how innovation management evolves as an innovation team learns from its successes and failures and, more importantly, builds a reputation within and outside the company

  • Examine a prototypical “advocate” model of corporate entrepreneurial practice

  • Explore a leading example of a successful internal innovation program

Understand the management challenges associated with realizing the business value of new technologies

Explore how innovation management evolves as an innovation team learns from its successes and failures and, more importantly, builds a reputation within and outside the company

Examine a prototypical “advocate” model of corporate entrepreneurial practice

Explore a leading example of a successful internal innovation program

Case study
Publication date: 21 May 2021

Diana Nandagire Ntamu, Waswa Balunywa, John Munene, Peter Rosa, Laura A. Orobia and Ernest Abaho

By the end of their studies, students are expected to: undergraduate level. Learning objective 1: Describe the concept of social entrepreneurship. Learning objective 2: Explain…

Abstract

Learning outcomes

By the end of their studies, students are expected to: undergraduate level. Learning objective 1: Describe the concept of social entrepreneurship. Learning objective 2: Explain the sources and challenges of funding social entrepreneurial activities. Learning objective 3: Discuss the different strategies that social entrepreneurs may use to raise funds. Postgraduate level. Learning Objective 1: Use theory to explain the concept of social entrepreneurship. Learning objective 2: Discuss the role of social capital in facilitating resource acquisition for social entrepreneurial activities. Learning objective 3: Evaluate the current action for fundamental change and development (AFFCAD) funding model and propose strategies that may be used by a social enterprise to achieve financial sustainability when donor funding expires.

Case overview/synopsis

The past decade has seen the emergence of many social enterprises from disadvantaged communities in low-income countries, seeking to provide solutions to social problems, which in developed countries would normally be addressed by government sponsored welfare programmes. The social entrepreneurs behind such initiatives are typically drawn from the disadvantaged communities they serve. They are often young people committed to improving the lives of their most disadvantaged community members. Being poor themselves and located in the poorest communities, establishing their enterprise faces fundamental challenges of obtaining resources and if accessed, sustaining the flow of resources to continue and grow their enterprise. Targeting external donors and mobilizing social resources within their community is a typical route to get their enterprise off the ground, but sustaining momentum when donor funding ceases requires changes of strategy and management. How are young social entrepreneurs dealing with these challenges? The case focusses on AFFCAD, a social enterprise founded by Mohammed Kisirisa and his three friends to support poor people in Bwaise, the largest slum in Kampala city. It illustrates how, like many other similar social enterprise teams, the AFFCAD team struggled to establish itself and its continuing difficulties in trying to financially sustain its activities. The case demonstrates how the youngsters mobilised social networks and collective action to gain access to donor funding and how they are modifying this strategy as donor funding expires. From an academic perspective, a positive theory of social entrepreneurship (Santos, 2012) is applied to create an understanding of the concept of social entrepreneurship. The case uses the social capital theory to demonstrate the role played by social ties in enabling social entrepreneurs to access financial and non-financial support in a resource scarce context (Bourdieu, 1983; Coleman, 1988, 1990). The National Council for Voluntary Organisations Income Spectrum is used as a tool to develop the options available for the AFFCAD team to sustain their activities in the absence of donor support. The case provides evidence that social entrepreneurs are not limited by an initial lack of resources especially if they create productive relationships at multiple levels in the communities where they work. However, their continued success depends on the ability to reinvent themselves by identifying ways to generate revenue to achieve their social goals.

Complexity academic level

This case study is aimed at Bachelor of Entrepreneurship students, MBA, MSc. Entrepreneurship and Masters of Social Innovation students.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

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

Keywords

Case study
Publication date: 5 September 2018

Sanjay Verma

AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the…

Abstract

AutoDx Case narrates an exciting story of how organizations in one industry (buyers, suppliers, and suppliers of suppliers), who fiercely compete with each other in the marketplace, collaborated to develop an online platform which would bring in significant efficiency in the system and benefit all the players. The case shows that first attempt to develop such a platform failed in the late 90s. However, similar attempt, later on, was inching towards success. That shows the impact of timing of technology and Shared Beliefs. While Case A narrates the problems faced by a few managers and needs for autoDx, Case B details how the project became successful and was under the process of adoption by various organizations.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Abstract

Theoretical basis

Research methodology.

Teaching note

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

Learning outcomes

At the end of the case discussion, the students should be able to: demonstrate an understanding of the similarities and differences between profit and non-profit organisations; discuss social entrepreneurship as a process-driven set of activities; assess the organisation-environment-opportunity fit of the dilemma facing them; analyse and resolve practical issues in developing structure and systems; diagnose organisational issues facing enterprises wishing to formalise and grow; evaluate how an organisation may achieve both social and profit objectives; and appreciate the trade-offs of adopting a profit-driven approach for social enterprises.

Case overview/synopsis:

From her office on her farm in the Eden District of South Africa’s Western Cape province, Wendy Crane, who had for many years been involved in the conservation efforts of the Gouritz Cluster Biosphere Reserve (GCBR), drank in the view of the Langeberg Mountains. Her pleasure was a bit diminished by the knowledge that, like so many parts of the GCBR, this area’s environment was under threat. She was preparing for a meeting in March 2017 of the board of the non-profit company (NPC) that sought to initiate and coordinate activities that would achieve the goals of the GCBR. The NPC board members wanted the organisation to be self-sustaining when it came to core costs. To this end, the board had established Gouritz Enterprises as a social enterprise that would be responsible for profit-driven activities which would fund the NPC’s core costs. The enterprise had not yet started work in any formal way, and Crane was not sure if establishing a separate profit-driven entity was the best way of achieving the self-financing goal.

Complexity academic level

Post-graduate management diploma MBAC.

Subject code:

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Mark Jeffery, Robert J. Sweeney and Robert J. Davis

In this return on investment (ROI) for customer relationship management (CRM) case scenario, students must calculate the ROI for analytic CRM enabled by an enterprise data…

Abstract

In this return on investment (ROI) for customer relationship management (CRM) case scenario, students must calculate the ROI for analytic CRM enabled by an enterprise data warehouse. The case is based upon a real-life consulting engagement with a major Fortune 100 telecommunications company. In this case the executive management team's strategic objective is to grow the customer base by 5 percent annually by customer acquisition. The internal rate of return calculated from the data given in the case is more than 800 percent for one year, and sensitivity analysis shows this is a robust projection, suggesting it should be funded without question. However, the strategy of the firm is customer acquisition in an environment of high customer churn. As a result of these dynamics, the revenues and net income of the firm are actually decreasing by hundreds of millions of dollars each year. A better solution would realize that the executive team has the incorrect strategic objective. Customer acquisition is the wrong approach in an environment of high customer churn and executives should focus on customer retention and cross-sell and up-sell to high-value customers. The case discussion therefore takes students beyond CRM ROI to focuses on the key strategic concepts of customer relationship management.

Students learn how to calculate return on investment (ROI) for analytic customer relationship management (CRM) initiatives. The case also discusses in detail the difference between operational CRM and analytic CRM. The case solution is relatively straightforward with a very good ROI. However, the true learning of the case is for students to understand the strategic context of analytic CRM and to question assumptions in any ROI model.

Details

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

Keywords

Case study
Publication date: 17 October 2012

Malik Ashish and Fitzgerald Martin

Human resource development/management and change management.

Abstract

Subject area

Human resource development/management and change management.

Study level/applicability

The case is suitable for final year undergraduate human resource development/management or specialist HRM Master's programs (strategic HRM/HRD).

Case overview

The case study highlights the challenges of managing change and growth in India's dynamic business process outsourcing sector. The choice of a large and complex organisation brings to the fore the complexity of decision making and how various factors shape the development of critical organisational capabilities and training provision.

Expected learning outcomes

Depending on the level of the class and the emphasis, one or more of the following learning outcomes can be achieved from this case study. Following thecase analysis, students should be able to: discuss the key challenges faced by BPOLAND; identify and analyse the various influences of internal and external factors on training provision; understand the importance of forging partnerships with key functional groups for shaping training and organisational capabilities; analyse the dynamic interactions between the various factors and training provision; analyse the relationship between BPOLAND's competitive strategy and its training choices (make versus buy); evaluate the role of training in developing organisational capabilities; and strategise a way forward for the person responsible for learning and development.

Supplementary materials

Teaching notes are available; please contact your librarian for access.

Case study
Publication date: 24 May 2018

Sonia Mehrotra, Uday Salunkhe and Anil Rao Paila

International business and strategy, strategies in emerging markets.

Abstract

Subject area

International business and strategy, strategies in emerging markets.

Study level/applicability

This case can be used in undergraduate, graduate and executive education courses in international business, strategy management and strategies in emerging markets. Further, the case may also be useful to teach sub-topics such as fit between external opportunities and internal strengths (resources and capabilities) and new business model challenges.

Case overview

Robert Bosch Engineering and Business Solutions (hereafter referred as RBEI) had been chosen by the Management of Bosch in India to engage in the Government of India (GoI) Smart City Business Opportunity. Dhiraj Wali, Vice President RBEI and the present head of RBEI Smart City Projects (RBEI/SCP) over the past few years had been prospecting the non-Bosch clients especially the GoI clients for RBEI. He understood the implications of this big-ticket business opportunity for RBEI. At the same time, he was worried about the complications involved in such large projects, how should RBEI position itself to make the most of this significant business opportunity?

Expected learning outcomes

The dynamics and internal challenges of an established captive division of a multinational (i.e. Bosch) venturing into business transactions with non-captive (i.e. non-Bosch) especially government sector clients. The new business opportunities facing a multinational in emerging markets such as India. Understanding the GoI Smart City Mission and its big-ticket business opportunity. To show how the captive units of MNC evolve over the years of operation leveraging, the competencies gained to succeed in the marketplace. The reasons for this range from internal needs to increase the gains from the past investments to exploiting the external business prospects available resulting in both new opportunities for specialization and customers.

Supplementary materials

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

Subject code

CSS 5: International Business.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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