Search results

The learning outcomes are as follows: understand the mechanism of sourcing and allocation of funds in the Indian banking industry; compare financial indicators of Yes bank with the industry average and interpret the hidden stress; understand the role of NPAs in the banking industry and analyze Yes bank’s performance; and identify the possible red signals in the business model of Yes bank.

The case narrated the story of Yes bank which was considered as one of the most promising and rising banks of India. The stock of Yes bank had been the preferred investment choice for many investors because of its outstanding performance in almost all the important parameters of the industry since 2005. Since its inception, investors favored the stock with an assumption that this new generation bank had a unique as well as a sustainable banking model. However, after the year 2016, Reserve Bank of India (Indian central bank and banking regulator) found huge under-reporting of non-performing assets (NPAs) in the three (i.e. 2015–16, 2016–17 and 2018–19) out of its four annual regulatory inspections, casting doubt in the way Yes bank functioned. Risk and aggression seemed to be the two most important aspects of Yes bank’s culture and this case tried to narrate the same through various financial indicators. The ratio comparison with the industry average indicated the possible gray areas of Yes bank, which was once considered as the most promising bank of India. Unfortunately, even the change of guard at the helm of Yes bank did not change the fate of the bank.

MBA/PGDBA/Executive MBA.

Teaching Notes are available for educators only.

CSS 1: Accounting and Finance.

The purpose of this study is to use design thinking principles to understand the failure of the ‘new’ European Super League, and also understand how it could be redesigned.

This case has been developed from secondary sources, including news reports, social media sites, annual reports and websites of the Union of European Football Associations and the European football clubs. This case was classroom-tested with post-graduate management students in a design thinking course in May 2021 at an Indian business school, S.P. Jain Institute of Management & Research, in Mumbai, India.

In April 2021, a new football league – the European Super League, is announced as a breakaway rebel league, in direct competition with United European Footballers Association's Champions League. It is backed by the top 12 European clubs and officials in European football, besides the US investment bank, JP Morgan. The new league is touted as one intended to save football. It is, however, denounced by fans and shunned almost universally. The league, which has been planned for the past three and half years, faces collapse. Why did the European Super League fail? How could the founders design a new league?

This case could be used in an undergraduate or MBA classroom or an executive education programme in a design thinking course. It can also be used to teach marketing courses such as marketing strategy, new product development and consumer behaviour.