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Case study
Publication date: 28 April 2015

G Raghuram and Darshit Jasani

This case describes the events following an incident of a rape in a taxi associated with Uber, by its driver. Uber was an application based taxi operator. The events raised…

Abstract

This case describes the events following an incident of a rape in a taxi associated with Uber, by its driver. Uber was an application based taxi operator. The events raised several issues for government systems and processes, such as need for regulation of new formats of business like application based taxi services, integrated databases, checks against forgery and holistic approach towards women safety. The case also brings out how an e-commerce business raises regulatory concerns.

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: 8 April 2022

Nidhi Yadav and Sonu Goyal

The learning outcomes are as follows: to understand and examine the strategies that help platforms fight competition and manage networks; to analyse the role of platform…

Abstract

Learning outcomes

The learning outcomes are as follows: to understand and examine the strategies that help platforms fight competition and manage networks; to analyse the role of platform governance in the management of the networks and partners’ trust; and to evaluate the strategic risks of disintermediation and multi-homing firms face while trying to sustain profits and capture value.

Case overview/synopsis

The case presents the dilemma faced by Deepinder Goyal, the young founder and CEO of Zomato in formulating the growth strategy for its food delivery platform, struggling to retain its market leadership position amid intensifying competition and other challenges during the COVID-19 pandemic. Zomato has become a public company with an IPO announced in mid of July 2021. Therefore, there is growing expectation for profitability among its shareholders and investors considering tailwinds of COVID-19 crisis, which have given the push towards adoption of food delivery among the customers. This has also resulted in increased competition in the industry. On other hand, there is growing dissatisfaction among its restaurant partners who have been hit hard by COVID-19 and struggling for survival. CEO Deepinder has to find how he will ensure the long-term growth for Zomato to tap the growing food delivery market in India and regain its restaurant partner’s trust.

Complexity Academic Level

The case is intended for post-graduate courses (MBA, PGDM) on digital business strategy or strategic management of technology-oriented businesses. The case can be used to understand the nature of competition and different strategies for platform-based businesses in the digital world. The case can also be used to study the role governance can play in efficient value creation and capture on the platform by the partner entities. Finally, the case also highlights how are platform businesses are coping with the Covid challenge. There are no specific prerequisites but knowledge on basic strategy concepts and platform business concepts will be good for better understanding. Level of difficulty is medium.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 8 May 2018

Marlene M. Reed and Rochelle Reed Brunson

The purpose of this research is to identify studies that had been undertaken to determine the efficacy of the case method of teaching as compared to the lecture method in an…

Abstract

Synopsis

The purpose of this research is to identify studies that had been undertaken to determine the efficacy of the case method of teaching as compared to the lecture method in an academic setting. An extensive search of secondary sources to identify research was undertaken to determine the effectiveness of case teaching as compared to the lecture method. The findings of this study indicate within the research reviewed the following positive results of case teaching noted by students: enhanced learning of the subject; heightened student engagement in the classroom; and the receipt of higher grades in some disciplines. The following negative results are also found: lack of understanding of course content and the method is more challenging and time consuming. In a national survey of faculty using the case method for the first time, the following positive outcomes of utilizing the case method were found: develops strong critical-thinking skills, greater retention of course material and more active engagement in the classroom. The limitations are the inconsistency of variables measured in the study and the small sample sizes. “Recommendations for further study include the use of larger sample sizes and a control group using the lecture method of teaching.”

Research methodology

An extensive search for all studies is performed in the classroom to evaluate and compare the use of the case method as compared to the lecture method of teaching.

Relevant courses and levels

The courses evaluated in the study are from a variety of disciplines in universities.

Theoretical bases

A review of research studies is performed to evaluate the efficacy of the case method of teaching as compared to the lecture method.

Details

The CASE Journal, vol. 14 no. 3
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 25 January 2018

D.P. Sahoo

Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from…

Abstract

Subject area

Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from INR 500 crores in 2005). In the Annual Board meeting in 2010, Mr Shammi Bansal, the Executive Director expressed his concerns and told the board members that “they must learn to survive or be extinct”. The case study discusses how The Executive Director turned the company around and how the organization became a “learning organization”.

Study level/applicability

MBA and Executive MBA programs.

Case overview

In 2004, Liberty Shoes Ltd, had a sales turnover of INR 500 crores. In the year 2006, this dropped to INR 300 crores as a result of regular staff strikes and low morale. However, by 2013, the company had registered sales of INR 800 crores and a growth rate of around 30 per cent on a year-to-year basis. With continued focused initiatives in the organization from 2010 the management aimed to reach a sales turnover of INR 1,000 crores by March, 2014. The contributing factors to this turnaround were the leadership roles which encouraged a learning organization culture with an emphasis placed on the importance of “communication”, “employee development” and “employee empowerment”.

Expected learning outcomes

Understand the role of a business leader in building a learning organization. Understand the factors contributing to the building of a culture of a learning organization. Understand the critical aspects and benefits to the organization from becoming a learning organization.

Supplementary materials

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

Subject code

CSS: 6 Human resource management.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 23 November 2016

Babulal Yadav and Abhinandan K. Jain

Trouble was brewing for Nestle in India with a lab test finding MSG in Maggi noodles, a product brand which had been adjudged ‘most powerful’ and ‘most trusted’ in India;it was…

Abstract

Trouble was brewing for Nestle in India with a lab test finding MSG in Maggi noodles, a product brand which had been adjudged ‘most powerful’ and ‘most trusted’ in India;it was being banned in different parts of the country. Paul Bulcke, CEO of Nestle SA, arrived in New Delhi to face the heat and take necessary damage control measures. The case challenges the participants to review the events leading to a total ban on all the nine variants of Maggi noodles imposed by FSSAI, the Indian Regulator, by Nestle India. It also challenges them to suggest ways of taking care of the business in future in India as well as its effects in other countries.

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: 6 March 2020

Neetu Yadav

Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in…

Abstract

Learning outcomes

Learning outcomes are as follows: to learn about the application of Bartlett and Ghoshal’s model of international strategy; to compare and contrast the global strategy of IKEA in India and China; and to understand how adaptability can create a new competitive advantage in emerging markets.

Case overview/synopsis

The case study enables discussion about the global strategy of a well-established multi-national company, IKEA in an emerging market. IKEA is a well-established and well-known brand in the international market in furniture retailing. It has decided to make a debut in India in 2017 with its first store in Hyderabad. However, it was yet to open it in 2018. The case emphasizes upon understanding the global strategy of IKEA, positioning itself in the fragmented Indian furniture industry, managing differences in emerging markets and adapting to the local environment of the particular country. The case highlights how adaptability can create a new competitive advantage in managing global strategy in different countries of emerging markets.

Complexity academic level

This case study is developed for post-graduate management programs as an MBA, Executive MBA and executive development programs.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 August 2018

Neetu Yadav and Mahim Sagar

Brand Management, Branding Strategy, Strategic Management.

Abstract

Subject area

Brand Management, Branding Strategy, Strategic Management.

Study level/applicability

The case study is suitable for postgraduate management programs, such as MBA, Executive MBA and executive development programs.

Case overview

This case study provides a detailed analysis of Amazon India’s branding strategy by way of analyzing popular branding campaigns such as “Try to kar”, “Aur Dikhao”, “Kya Pehnu” and “Apni Dukaan” that enabled the global brand to reach to the masses of Tier-II and Tier-III cities in India. Facing fierce competition from existing market leaders such as Flipkart and Snapdeal, Amazon India strategizes to attract Indian consumers by rightly capturing their behavior in terms of demanding “highest power of options”, “fashion choices”, “originality” and “trust” with its local flavored advertisement campaigns enabling it to create a “trusted, reliable and local” brand identity. With the help of sufficient data and numbers about the industry, company and competitors, the analysis presents a clear picture of the current status of Amazon in the Indian e-commerce space and leaves the readers with food for thought concerning whether this “culture-specific” branding strategy will enable Amazon to become the number one choice for Indian online shoppers in the near future.

Expected learning outcomes

This case study helps students to understand how global MNCs use unique branding strategies to capture mass-markets in e-commerce business, the role of culture-specific aspects in developing differentiation strategies and the role of local flavors in branding strategies and internationalization.

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 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 8 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 November 2022

Gaurav Nagpal, Namita Ruparel, Himanshu Seth and Victor Saha

After reading and discussing the case, the participant would be able to: comprehend the ethics in marketing strategies that were displayed by an entrepreneur in the challenging…

Abstract

Learning outcomes

After reading and discussing the case, the participant would be able to: comprehend the ethics in marketing strategies that were displayed by an entrepreneur in the challenging times of the Covid-19 pandemic; appreciate how the marketing was executed in a socially responsible manner through digital means when there was a conflict between the business and the social interest; and understand how the innovative services or products can be developed that turn the trouble into an opportunity. The case shall also enlighten the students on how to create suitable marketing messages in digital times. The purpose of this paper is to let the students appreciate how they can carry out marketing efforts for a business while keeping customer needs and aspirations at the core, how the marketing campaigns can be designed and executed in a socially responsible manner and how the product portfolio can be suitably altered to make it more valued to the customer. After reading and discussing this case, the students will also be able to appreciate that it is important to identify and address the customer’s pain which may be stated or unstated by the customer. The case intends to teach students how to identify and reap the opportunities that get created from time to time and to make them appreciate that businesses can contribute significantly towards societal gains by committing minimal resources.

Case overview/synopsis

The mainstream marketing discipline focuses on excessive consumerism as opposed to the concept of “socially responsible marketing” which advocates that business initiatives should be supported by ethical considerations. The coworking industry was one of the worst affected industries by the pandemic since their customers started working from their homes during and post the lockdowns, leading to a loss in revenues. The protagonist in the case had a strong belief that the business interests would be secondary to the overall interest of society, and therefore, he advised the customers on how they could work productively, safely and stress-free from their homes. As the lockdown was un-eased, the marketing campaigns were launched and executed in a very ethical manner, while designing innovative service offerings were designed.

Complexity academic level

The case is relevant for the students pursuing undergraduate and graduate studies in the field of business and management.

Supplementary material

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 12 no. 4
Type: Case Study
ISSN:

Keywords

Case study
Publication date: 21 August 2021

Narpat Asia, Pramod Paliwal and Yupal Shukla

The learning outcome of this paper are as follows: enabling students to learn about business and marketing issues of the natural gas distribution industry. To expose students to…

Abstract

Learning outcomes

The learning outcome of this paper are as follows: enabling students to learn about business and marketing issues of the natural gas distribution industry. To expose students to organizational processes aimed at finding solutions to customer issues. To make them appreciate the aspects of service quality and SERVQUAL model. To make the students aware of the significance of market research for problem-solving. How to use market research findings to address the customer issues? Enabling the students to learn how cross-functional teams contribute to addressing marketing and customer issues. Students should appreciate how to study towards creating a customer-centric organization with an organization-wide commitment including that from the top leadership.

Case overview/synopsis

Abhay Shankar, Sr. Manager-Customer Service at Reliable Gas Company Limited a state government piped natural gas (PNG) distribution utility whose customer service department is concerned about the provision of best service to its PNG domestic customers. Domestic customers are low volume but largest in numbers and are considered to be a tough, demanding customer segment. A general opinion among the marketing team of the company is that they are trying their best to serve its customers and that their efforts are no less than their private sector counterpart global gas customer service efforts. Abhay is in dilemma on what to do to improve customer services?

Complexity academic level

Masters students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS: 8 Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 11 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 13 July 2023

Shreya Srivastava and Yatish Joshi

The case is meant for teaching business management students at the Postgraduate and Executive levels. It can be incorporated in the marketing management, entrepreneurship and…

Abstract

Complexity academic level

The case is meant for teaching business management students at the Postgraduate and Executive levels. It can be incorporated in the marketing management, entrepreneurship and international business course curriculum.

Synopsis

Since its inception in 2015, VAHDAM India had carved a niche for itself in the Global Tea Industry in a span of just seven years. The 29-year-old Founder-CEO, Bala Sarda was the first to create India’s largest born-global direct-to-consumer (D2C) premium wellness brand by bridging the gap between demand and supply of the country’s finest teas and superfoods globally. The venture also became a poster child for sustainability by strengthening its green credentials over the course of time.Having attained profitability in FY21, VAHDAM now aims to become a ₹500 Cr. brand by FY24. To push the goal across the line, channelisation of marketing will take centre stage. The case highlights the management’s dilemma of using green marketing as the pivot for increasing its market share in the emerging economies and boosting revenue. The underscored opportunities and challenges have to be addressed so as to formulate a green marketing mix suitable for the emerging market scenario.

Learning objectives

Participants will develop an understanding about the evolving consumption landscape inclining towards eco-friendly wellness products and the relationship between green marketing mix, brand equity and its channelisation towards revenue generation. They will also get an overview of marketing challenges faced by a premium D2C wellness brand while entering an emerging market. The readers shall be able to analyse and suggest ideas for the formulation of an effective green marketing mix to meet the consumer expectations and achieve desired brand positioning.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

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