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This corporate strategy case shows how PepsiCo stopped worrying about competing with Coca-Cola, figured out what its real business was, and decided how to build its future. Redefining itself as a beverage and snack business, PepsiCo sheds its restaurant business and acquires Quaker and Tropicana. By rethinking the synergistic relationship between the complementary, combined strengths of the merged companies, it strategizes to develop innovative products that will compete in a changing demographic, cultural, and geographical world. Will this strategy work in an increasingly competitive environment?

Implementing a sustainability strategy requires firms to consider economic, strategic, environmental, and community perspectives. Suitable for MBA, undergraduate, and executive learners, this sustainability case covers innovation, intrapreneurship, and strategy. A technical note entitled, “Corporate Greenhouse Accounting: Carbon Footprint Analysis” (UVA-ENT-0113) is an effective complement. Frito-Lay’s Arizona facility pilots a program to take its snack chip manufacturing off the grid. Decision makers discuss operating, financial, marketing, and corporate strategy as the facility calculates its carbon footprint, converts to non-fossil-fuel energy sources, and stops relying on the scarce local water supply.

The Greenland case describes the experience of four young Norwegian men determined to set a world record for unsupported crossing of Greenland. The case describes the team, their preparations, and their experiences as they crossed in “good” weather that was often whiteout blizzard conditions with temperatures dropping as low as −78 degrees F. Throughout the case, one of the team members reflects on things he learned about himself, about the team, and about leadership from the experience (recorded in italics). The teaching note (available to registered faculty) is supplemented by a PowerPoint presentation that helps introduce the expedition to Greenland, other “risky recreation,” and the concepts related to resonance or flow. A video supplement is also available. The case lends itself to a profound discussion of leadership on its own and leads in nicely to a discussion of world-class performance and the purpose of life, which both startles and pleasantly surprises most students and participants.

This case study attempts to sensitize the impact of restructuring on the organization’s employer brand. The students shall learn to appreciate the criticality of maintaining a balance between being an employee-centric organization and building a sustainable business model, to analyze the alternative people management strategies in emerging start-ups.

This case study illustrates the innovative human resource (HR) policies adopted by the start-up Meesho. Meesho was started as “Fashnear” by two Indian Institute of Technology graduates Sanjeev Barnwal and Vidit Aatrey in the year 2015, with the headquarters located in Bengaluru, Karnataka, India. It was a social commerce platform wherein the local apparel sellers or manufacturers could register themselves on the app and sell their products online to nearby consumers and the product would be delivered to their homes. Later, it was renamed Meesho (Meri E-Shop) with an improved business model. The innovative people-centric policies got Meesho recognition as one of the most employee-friendly start-ups and an innovative employer. However, later as part of the restructuring exercise, it had to lay off employees, which had a counter impact on its reputation and image as a desirable employer. This case study captures the dilemma faced by start-ups like Meesho who were in the process of sustaining their growth and optimizing their workforce and, at the same time, have to manage their employer brand in the process.

This case study can be used at the postgraduate level of management and in executive management programs.

Teaching notes are available for educators only.

CSS6: Human resource management.

Information technology, management science and strategic management.

The case has been developed for use in “e-government Management and Leadership” and “Strategic IT management” courses and is appropriate for MBA and Executive Development Programs, as well as corporate training programs incorporating information system and e-government dilemmas. The case is appropriate for courses that deal with e-government development.

Ajman Digital Government (ADG) was established in 2017. It is a new government entity intended to deliver the Ajman e-Government Project to increase government efficiency and productivity, as well as transforming public services to meet citizen expectations of digital experiences and satisfying the UAE Federal e-government standard. The current UAE federal e-government ranking includes only two emirates, Abu Dhabi and Dubai. ADG intends to be part of the UAE federal e-government ranking and participating in the world digital competitiveness ranking. Many challenges lie ahead for ADG, which intends to add Ajman’s e-government to UAE’s federal e-government, supporting the digital competitiveness of UAE worldwide and participating in increasing the ranking for UAE federal government in IMD’s World Digital Competitiveness Ranking; in addition to this challenging goal, there are significant new obstacles to the implementation of the new digital government in Ajman. ADG requires specific ingredients for the maintenance and support of the UAE e-government standard to position the project toward the success. Study of the strategic positioning of ADG would help support success of the development of e-government and weigh which technology should be used and how the project should proceed strategically. The case also provides a very useful ground for discussing all challenges faced and how the innovative business model of e-government will address these issues and create a sustainable e-government environment.

The case is structured to achieve the following learning objectives: Students can recognise the dilemma faced by the Ajman Government in managing citizen expectations, stakeholder expectations and the wider implications of its actions on developing a coherent communication strategy. Students can recognise and critically evaluate the role of leadership and communication in using e-government strategies in hyper technology market. To bring out the challenges in the digital government and repositioning strategies in a highly competitive and dynamic technology environment. Differentiation and repositioning strategies in a highly competitive technology market. Learn how to effectively communicate the value of a digital government to the targeted citizens. Understand how to strike a balance between short-term objectives and long-term goals in e-government development. Analyse the environment, competition, industry and IT product positioning. List alternative IT strategies and e-government positioning. Understand the primary drivers of interaction in e-government.

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

CSS 7: Management Science.

The Congregation of the Blessed Virgin Mary (CBVM), a Catholic order founded in the early 1800s, was faced with a series of strategic concerns, including an aging clerical population, a changing laity, reduced finances, very limited vocations, and an evolving mission. Some of these concerns faced the Catholic Church in America as a whole (including sexual abuse, not discussed in this case) and several of these issues were also facing the Catholic Church worldwide. The serious matters facing them were threatening the continued viability of the order in America, and the guidance they were receiving from Rome - instruction to decide which of three suggested models for restructuring they would adopt - seemed to back them into a corner, requiring selection from among several strategies not devised by their membership and commitment to the selected strategy going forward. Change was necessary, but one of the major concerns of the order was that it remain consistent with its stated mission while adapting to a new environment and “operating system.” Their decisions were driven by Rome, but the decisions were not made by Rome; the CBVM was as autonomous in its decision-making as any decentralized international organization.

After the completion of this case study, students will be able to understand the importance of being close to local people when embarking on social business; understand that clear purpose and good decision-making can lead to great outcomes; and learn that innovation is crucial to ensure sustainability of both business and impact.

The case highlights the journey of Laiterie du Berger (LDB), a social enterprise in the agribusiness industry and the challenges faced as it expands and innovates. LDB’s roots lie in its commitment to social impact, aiming to uplift the Fulani livestock farmers and address socioeconomic issues. The company’s business model prioritizes people over profits, focusing on sustainable development and poverty alleviation. The LDB case showcases the challenges and opportunities in the agribusiness industry. LDB’s commitment to social impact, demonstrated through its support for farmers and sustainable farming practices, has been integral to its success. As the company expands and innovates, it faces critical decisions that require balancing financial growth with social responsibility. By embracing development, innovation and collaboration, LDB can continue to be a catalyst for positive change in the agribusiness industry while staying true to its roots and the principles that have defined its journey.

This case study is designed for bachelor’s and master’s degree students in the field of entrepreneurship and innovation, as well as MBA students. The case focuses on social entrepreneurship with the example of an agribusiness company located in Senegal, prioritizing social impact and quality of life. The case study explores the dynamics of the sector, including expansion strategy, innovation initiatives and the dilemma of balancing social mission and profit that social entrepreneurs may be facing. By analyzing this real-world situation of LDB, students will have the opportunity to enhance their decision-making skills.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

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.

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.

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.

Teaching notes are available for educators only.

CSS 8: Marketing

This case can be used in teaching Marketing Management, Principles of Marketing and Consumer Behavior. More specifically, marketing strategies, growth strategies, market segmentation.

This case is designed for undergraduate and MBA students.

This case illustrates the challenges a woman faces taking on the running of her family business, without any prior experience. Hema is a well-educated girl with a diploma in childhood education from UTM-Johor; she was happily working as a school teacher. Her parents are entrepreneurs Encik Sittumalai and Puan Rani. Her Mother Puan Rani set up a business in 2005, under the name of Blitz, producing and selling Indian cookies. In 2010, Blitz was one of the best homemade Indian cookies in the market of Johor Bahru, and supplied their products to five main Indian restaurants. In March 2012, Rani was diagnosed with final stage colon cancer and as a result the business was halted, and the organization was not able to pay employees’ salaries. Hema found herself left with no choice but to resign from her teaching job and take care of the family business.

From this case, it is expected that the students will be able to: understand the fundamental functions of marketing; learn about the four Ps of marketing including product, price, promotion and place; learn about different techniques and strategies to analyze organizations and market situation including SWOT and Porter’s five forces; gain knowledge about market segmentation and growth strategies; identify problems and challenges faced by a new manager in running a company; analyze a situation whereby a new manager needs to adapt to a new role, duties and responsibilities; analyze the external and internal environment using SWOT; understand competition using Porter’s 5 forces; think thoroughly, deeply and critically to make a decision that can solve the problem in hand.

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

CSS 8: Marketing.

Determine when to resolve conflict through arbitration and when to resolve conflict through the court system. Reflect upon the types of organizational misconduct and determine what behaviors constitute organizational misconduct. Argue whether the behaviors that constitute organizational misconduct are universal or may vary according to the context. Analyze whether actions that might be considered misconduct might be acceptable in certain situations and contexts. Build additional definitions of organizational misconduct that might pertain to non-Western, developed country contexts. Analyze how media and popular opinion might influence perceptions of organizational misconduct.

Carlos Mattos (he/him/his) was the founder/president/CEO of Hyundai Colombia Automotriz S.A. from 1992 to 2015. He and his company introduced the Hyundai brand to the Colombian market and made it one of the best-selling automobile brands in the nation. When the company began experiencing losses, Hyundai headquarters terminated the contract and awarded the distribution to an Ecuadorian firm.The contract between Hyundai Colombia Automotriz S.A. and Hyundai Motor Company stipulates that arbitration is the appropriate dispute mechanism. However, Mattos contemplates whether arbitration is his best option or if he should take Hyundai Motor Company to court. He also contemplates suing the Ecuadorian firm for unfair competition.As students analyze Mattos’ decision, they will determine whether the actions of the any of the parties might be considered organizational misconduct. This case is not about assigning blame. It is not about deciphering whether anyone is guilty. Instead, the case is designed to promote critical thinking about the concept of organizational misconduct. Most literature and understanding of organizational misconduct are from a Western, developed country point of view. In this case, there are three key actors, all from emerging markets. Each may have participated in some sort of misconduct, depending on how the term is defined.

This case is appropriate for advanced, undergraduate or master's level international business students in classes such as international management, intercultural management, international negotiation or business ethics.

Teaching notes are available for educators only.

CSS 5: International Business.