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The learning outcomes of this paper is as follows: to understand and analyze the turnaround model of Pearce and Robbins (1993); to familiarize with parameters and actions in the Prompt Corrective Action (PCA) framework of Reserve Bank of India (RBI); to comprehend the probable situation warranting turnaround; to identify the key ratios which signal the financial health of a bank; and to understand the applicability of the turnaround model in bank’s revival.

The case explores various challenges faced by Mr Prashant Kumar during the turnaround process of Yes bank. The youngest bank started its operation in 2004, and in the first six years of operations, Yes bank registered a compound annual growth rate of 100% on the balance sheet, becoming the fourth-largest private sector bank in the country. However, the irony is that this shine and glitter was a short-lived phenomenon and after the regulatory inspection of 2016, Yes bank collapsed like a house of cards. This case has incorporated the three major phases of Yes bank i.e. the rise, the fall and the revival. The turnaround process led by Mr Kumar was explained using the turnaround model given by Pearce and Robbins (1993) and the PCA framework of the RBI. The conditions which warranted the need for the turnaround in Yes bank and the factors responsible for the same are discussed. The multiple challenges faced by Mr Kumar and the strategic responses adopted by him were incorporated in great detail. What were the outcomes of those strategic choices? Should he continue with similar approaches? Was he successful in stabilizing the bank which was broken from the core? What next if stability is achieved? How Mr Kumar should lift Yes bank to the recovery zone? And most importantly, will Mr Kumar be able to change the poor public image of Yes bank? The reflections of all the above questions are narrated with the actions of Mr Kumar.

The case is intended to be taught in the class of strategic management for postgraduate-, master- or executive-level participants of business administration. As the case is focused on a banking organization, it also can be taught in banking class.

Teaching Notes are available for educators only.

CSS 1: Accounting and Finance.

The Global Health Initiative (GHI) is a tripartite collaboration among Northwestern University, non-profit donors, and commercial diagnostics companies. GHI attempts to bridge the gap between the market for sophisticated medical diagnostics equipment in wealthy nations and the need for point-of-care diagnostics in resource limited settings. In 2006 GHI narrowed its focus to HIV diagnostics for underserved nations. The case examines the accuracy-access tradeoff related to the roll-out of infant HIV diagnostics in Tanzania. Tanzania has a prevalent HIV/AIDS problem, particularly in children. As of 2007, Tanzania had an estimated 140,000 children infected with HIV. Existing lab-based diagnostic equipment was either inaccurate for use in infants or required highly skilled health workers. Tanzania's limited infrastructure also forced healthcare providers to choose between providing advanced care to a minority of the population and offering minimal care to the majority with poor access. A Kellogg MBA student research team performed more than thirty in-country interviews to collect data on stakeholder perceptions of three infant test concepts: the strip test, the squeeze test, and the filter paper test. Across the three tests, access decreased as accuracy increased---rural labs could not find or afford health workers skilled enough to conduct the test. In general, interviewees closely affiliated with the government preferred accuracy over access. In contrast, private health facilities had to follow fewer regulations and preferred access over accuracy. The case focuses on the decisions facing Kara Palamountain, the executive director of GHI, in her roll-out recommendations for infant HIV tests in Tanzania. It examines key factors of working in a developing country, including the need to operate in the absence of sufficient market research, balance the competing agendas of different stakeholders, and mitigate external risks such as major international funding dry

This case was written to be used as a teaching case for students unfamiliar with how to approach and analyze a typical business school case. Unlike many cases used in specific classroom settings, this case is intended to be broad enough that any single student will not have a significant advantage because of his or her background. Moreover, the case is designed to guide students' thinking in a certain direction, using open-ended and more focused discussion questions provided at the case's end.

The case intends for students to delve into aspects related to changes in the business environment, dynamics of competition in the airline industry, factors responsible for the collapse of an airline that had once remained a highflyer, and aspects related to change management in reviving a business that has undergone a trauma of crisis.

Jet Airways was all set to fly by the July-September quarter of 2022. The protagonist, Sanjiv Kapoor, had recently joined as the CEO of Jet Airways. Jet Airways was founded in 1993 when the Indian Government decided to liberalize the Indian skies. Flying highs and lows in its journey of 25 years, Jet Airways got grounded on 17 April 2019 because of a lack of funds. There were unsettled claims of ₹370bn against financial creditors and employees. Though liquidation of assets would have been a route to settle claims, it was decided to sell assets of the defunct airline by means of a formal resolution process. On 17 October 2020, the Committee of Creditors (CoC) approved the resolution plan of the consortium of Jalan and Kalrock Capital, which were the new promoters of the airline and were working to bring Jet Airways to its glory. These promoters appointed Kapoor to share the responsibility of Jet 2.0. Kapoor had to lead the change at Jet 2.0. Kapoor examined the idea of “look forward and reason back” as multiple challenges existed amongst opportunities for the carrier in its second chance at life. The case documented the entire saga of the rise, fall and revival of Jet Airways.

Undergraduate and Post Graduate Students

Teaching notes are available for educators only.

CSS 11: Strategy.

The Global Health Initiative (GHI) is a tripartite collaboration among Northwestern University, non-profit donors, and commercial diagnostics companies. GHI attempts to bridge the gap between the market for sophisticated medical diagnostics equipment in wealthy nations and the need for point-of-care diagnostics in resource limited settings. In 2006 GHI narrowed its focus to HIV diagnostics for underserved nations. The case examines the accuracy-access tradeoff related to the roll-out of infant HIV diagnostics in Tanzania. Tanzania has a prevalent HIV/AIDS problem, particularly in children. As of 2007, Tanzania had an estimated 140,000 children infected with HIV. Existing lab-based diagnostic equipment was either inaccurate for use in infants or required highly skilled health workers. Tanzania's limited infrastructure also forced healthcare providers to choose between providing advanced care to a minority of the population and offering minimal care to the majority with poor access. A Kellogg MBA student research team performed more than thirty in-country interviews to collect data on stakeholder perceptions of three infant test concepts: the strip test, the squeeze test, and the filter paper test. Across the three tests, access decreased as accuracy increased---rural labs could not find or afford health workers skilled enough to conduct the test. In general, interviewees closely affiliated with the government preferred accuracy over access. In contrast, private health facilities had to follow fewer regulations and preferred access over accuracy. The case focuses on the decisions facing Kara Palamountain, the executive director of GHI, in her roll-out recommendations for infant HIV tests in Tanzania. It examines key factors of working in a developing country, including the need to operate in the absence of sufficient market research, balance the competing agendas of different stakeholders, and mitigate external risks such as major international funding.

This case was written to be used as a teaching case for students unfamiliar with how to approach and analyze a typical business school case. Unlike many cases used in specific classroom settings, this case is intended to be broad enough that any single student will not have a significant advantage because of his or her background. Moreover, the case is designed to guide students' thinking in a certain direction, using open-ended and more focused discussion questions provided at the case's end.

The financial success of dairy farms depends critically on the price of their main output, milk. Large volatility in the price of milk poses a considerable business risk to dairy farms. This is particularly true for family-run dairy farms. The question then arises: how can a farm owner hedge the milk price risk? The standard approach to establish a price floor for a commodity such as milk is to purchase put options on commodity futures. At the Chicago Mercantile Exchange, farmers can buy put options on the price of a variety of milk products. However, the price a farm receives for its milk depends on many factors and is unique to the farm. Thus, a farmer cannot directly buy put options on the price he receives for the milk his farm produces. Instead the farmer needs to determine which of the options available for trade at the Chicago Mercantile Exchange offer the best hedge for his own milk price. The assignment in this case is to examine historical data on several prices of milk products and the milk price received by a family-run dairy farm in California. Students need to find the price that is most closely correlated to the farm's milk price and to then choose options with the appropriate strike price that serve as the best hedge for the farm's price risk.

The objective is to expose students to an interesting but simple finance application of linear regression analysis. To solve the case, students must run several simple linear regressions, then use the best regression model they find to make a prediction for the dependent price variable and analyze the prediction interval in order to achieve the desired objective outlined in the case. By completing the case, students will acquire a good understanding of their regression model and its usefulness.

When do you throw it all away? The first senior female in a male-dominated business school decides it all comes down to a question of principle – and maybe a few others. What is the best balance between her responsibilities to students, family, and the next generation of female leaders? Can she both be true to herself and compromise? What factors should influence this decision? This case brings together questions about power and influence, rational decision-making, leadership, and the intra and inter-personal responsibilities of organizational “firsts.” Further, issues related to a university's effort to better compete within the global higher education marketplace, provide a valuable opportunity to explore institutional approaches to promoting diversity, inclusion, and cultural competency.

This case, which was developed from primary sources, highlights the array of competing objectives and personal and political tensions involved in university administration.

This case was designed for graduate students in Masters of Public Administration, Masters of Business Administration, Masters of Education in Organizational Leadership, or similar graduate degrees that include significant management and leadership content. Students working with this case should have already completed foundational courses in topics such as organizational management, public policy, leadership, strategic human resources management, or their equivalents within their respective programs of study. Virtually all of the issues raised by this case address core themes, concepts, theses, and theories associated with an accredited graduate program in educational management, business or public administration.

This case study focuses on four main areas. By the end of the study, the students are expected to meet the following objectives by answering several assignment questions: understand the general business of a maintenance, repair and overhaul (MRO) company and why this business is a central player in the air transportation industry; understand and integrate certain strategy analysis tools, particularly Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes, to use later as justification for any recommendations about strategy; and prepare a systematic elaboration to use to recommend the company’s strategic plan.

This case study discusses PT GMF Aero Asia, Tbk. (GMF), a company that is based in Tangerang, Indonesia, and involved in the MRO for airlines. At the time of writing this case, the CEO was Iwan Joeniarto. The case elaborates on GMF’s competitive business operations in Indonesia and Southeast Asia, with the main focus being a discussion of Iwan’s visions for GMF’s expansion into the Middle East. This case study challenges students to think critically on the strategy level about the expansion plans of a local company into the international market. The main research questions the study attempts to answer are: What is an MRO in the aviation business? How does it relate to airport megahubs? Is the option for business expansion into the Middle East feasible for GMF? If not, are there any alternatives for that international expansion? Moreover, what recommendations can this study provide Iwan for entering that international market successfully? The students are expected to gain exposure to the international market entry in an MRO business. The students are also expected to understand and integrate the different strategy analysis concepts and tools, such as Porter’s Generic Strategies, Ansoff Matrix, GE/McKinsey Matrix and International Market Entry Modes.

This case study can be used as teaching material in several programs, including – but not limited to – the followings: Bachelor’s Degree program in Management, Business and Marketing (usually final year students), Master’s Degree in Business Management or Business Administration and Executive Education Program/Workshop/Seminar/Training for Business Development/Marketing Managers, VPs, Directors and Aviation Management Professionals. This case study can be used in the following classes/subjects: strategic management, strategic marketing management, international marketing, international business, global marketing, operations management and aviation management.

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 11: Strategy.

After reading the case study, the students will be able to analyze the impact of post-pandemic “new normal” customer behavioral change on a start-up aggregator operating virtually. Recognize the need for the service marketing strategy to prepare a service provider/aggregator to sustain a dynamic and volatile consumer environment. Understand the importance of competitors’ analysis as a primary step of service marketing strategy in influencing “new normal” consumer behavior. Examine the utility of customer engagement through website blogs, social media posts, videos and continuously updated information on the mobile application in influencing the “new normal” customer behavior, from skinner operant conditioning behavior and Rusbolt’s investment model perspectives.

Rafeeg is a mobile application-based home maintenance service providing company, conceived and founded in 2017 by Khamis Alsheryani – who, as an Emirati entrepreneur, has a prior record of accomplishing successful mobile applications and business ventures since 2004. The unique selling proposition of Rafeeg in the Abu Dhabi market is its functioning as the home maintenance services aggregator bringing its suppliers and consumers under-one-roof alongside maintaining ensuring high quality, punctuality and security at competitive prices. Rafeeg has collaborated with approximately 1,000 licensed suppliers using nearly 5,000 technicians and maintenance workers with a customer base of about 70,000 households. Although it is formally situated in Al Salam St, Abu Dhabi, United Arab Emirates (UAE), the company communicates with its consumers virtually. However, with the outbreak of the COVID-19 pandemic in the UAE in March 2020, Rafeeg witnessed a considerable decrease in service requests. Consumers’ psychological fear of the pandemics spread into their houses through the technicians and maintenance workers and the degree of hygienic practices the latter follows before their service provision acted as the major reason behind the fall in requests. Despite Alsheryani’s assurance on the provision of only those suppliers who are verified of their hygienic practices, negative COVID-19 test reports and their availability to the consumers as proof and regular temperature checks of the technicians, the consumer apprehensions remained stagnant and the loss of new service requests, as well as revenue, continued. The pandemic’s spread and consequent lockdown of services in the UAE affected Rafeeg’s business operations gravely, as projected by its sudden drop-in service requests – from 53,638 average monthly customer requests in January and February to approximately 10,000 in March and April. The sudden drop of 81% in new requests drove Alsheryani to develop a service marketing strategy in May to boost consumer behavior, encouraging them to resume their requests without further apprehensions. However, with the continuous rise in the pandemic and vaccines still under trial and research, Alsheryani contemplates the viability of the new marketing strategy. Alsheryani took measures in supplier training programs, excommunicating with suppliers who fail to comply with his strict safety regulations, developing the app with clearly stated, uniform, safety procedures and bearing the additional safety-related costs small suppliers provide quality work as part of the strategy. Despite so, will there be an increase in new requests? Will the bearing of additional costs on the suppliers’ behalf jeopardize its competitive advantage in UAE? Should he consider an alternate business model to adapt to the new normal environment?

This case is written for undergraduate students majoring in consumer behavior, consumer engagement approaches, digital marketing approaches using websites, mobile applications, social media communities and service marketing strategies. Students, through this case, can relate the importance of virtual space in engaging consumers and the importance of the latter in addressing the dynamicity of consumer behavior, especially affected by sudden environmental change, such as the COVID-19 pandemic. The case study also subtly highlights the importance of collaboration with suppliers in an aggregator business model to capture the essence of changing consumer behavior. This case study is appropriate for students having previous knowledge of Rusbolt’s investment model and skinner’s operant behavioral model of consumer behavior and their application in service marketing. Besides, students must be aware of the online business model and aggregator businesses in the service industry of the UAE. The case study purports to motivate critical analytical thinking among students and build their understanding of the importance of consumer behavior for business sustenance.

Teaching notes are available for educators only.

CCS 8: Marketing.

At the end of the session, learners are expected to be able to evaluate the detrimental impact of stress on blue-collar workers’ well-being in Attainer Engineering Sdn Bhd; develop effective strategies to improve stressful conditions experienced by blue-collar workers in Attainer Engineering Sdn Bhd; analyse and select appropriate approaches that can help maintain the motivation levels of blue-collar workers in Attainer Engineering Sdn Bhd; analyse the impact of Attainer Engineering Sdn Bhd’s extensive investment in training new blue-collar workers, alongside the subsequent high turnover rate, on the decline in sales and profit; identify the critical changes that the managing director should have implemented to prioritize employee retention among blue-collar workers at Attainer Engineering Sdn Bhd; discuss the strategic implementation of mechanization, specifically in the context of automating repetitive processes, as an innovative solution to address the challenges faced by the ship repair and maintenance service industry heavily reliant on blue-collar workers in emerging markets; cultivate thoughtful debates on ways to keep blue-collar workers in the shipping repair and maintenance industry, as well as active learner participation and group interaction; develop learners’ analytical and critical thinking skills by guiding them through the analysis of a real-world case study in the shipping repair and maintenance industry, concentrating on the difficulties and potential solutions for blue-collar worker retention; and equip learners with practical knowledge and insights on implementing effective human resources strategies for retaining blue-collar workers in the shipping repair and maintenance industry, emphasizing the conversion of theoretical concepts into workable solutions.

This teaching case study centres on Attainer Engineering Sdn Bhd, a Malaysian conglomerate that bestows ship repair and maintenance services. Regrettably, the corporation has been subjected to a decrease in profitability and productivity owing to its high turnover rate of blue-collar workers. The ship repair and maintenance service industry is accountable for delivering comprehensive repair and maintenance services to ships, including their engines, hulls, machinery and other related components. The fundamental aim of this case study is to ascertain the rudimentary factors that contribute to this issue and foster effective strategies to enhance the motivation and retention rate of blue-collar workers in the ship repair and maintenance service corporation, using appropriate management theories, models and concepts. The case study brings to light the importance of discovering the most suitable approaches to retain blue-collar workers in the corporation to improve its profitability and productivity in a highly competitive market. This teaching case study will be beneficial for students and practitioners who want to grasp the disputes associated with retaining blue-collar workers in the ship repair and maintenance service industry and learn how to apply management theories, models and concepts to address these disputes effectively.

This case discussion would be highly suitable for undergraduate and postgraduate university students who are pursuing their studies in management or related fields and are eager to delve into the nuances of the ship repair and maintenance service industry. Furthermore, trainers from both private and public agencies who are keen on gaining a deeper understanding of the issues pertaining to retaining blue-collar workers in this particular industry and devising result-oriented strategies to tackle these concerns would also find this case discussion immensely helpful.

Teaching notes are available for educators only.

CSS 6: Human resource management.

Strategic management/business policy.

This case study is intended for undergraduate (business administration) level students.

PeakWater is a state-owned water supplier in Peakland. Owing to government restrictions, the water supply maintenance business of the company has to be outsourced to a separate entity, resulting in the establishment of FixIt, a wholly owned subsidiary of PeakWater. FixIt is mainly responsible for maintaining the water pumps, as well as investing in new projects for PeakWater. The lower efficiency and incompetence in investment of FixIt hinders the growth of PeakWater in the long run, and also causes discontent by the citizens. PeakWater's Board is evaluating two proposals submitted by the Group Planning Division.

These are: the nature of private enterprises and its creation of value for public enterprises; the conflicts of interest between private and public enterprises; and the criteria and considerations in the evaluation of corporate strategies.

Teaching notes are available – consult your librarian for access. The teaching notes include a list of supporting materials.