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1. Probabilistic calculations of cost, and profit/loss using standard probability functions

2. Decision tree to find the expected monetary value (EMV) of different options.

3. Monte Carlo simulation for risk analysis.

4. Risk analysis in project management.

Learners will be able to understand and apply the following: how to approach uncertainty in business decisions using probabilistic calculations of cost, and profit/loss using standard probability functions; how to address uncertainty in business decisions by looking forward and reasoning backward, using the decision tree technique and the EMV of different decisions; how to analyse the risk inherent in business decisions by incorporating probability distributions for all critical variables in the form of Monte Carlo simulation; and appreciation of strategic considerations in risk analysis as it applies to project management

The case describes the challenge facing Vilas Birari, the owner and chief executive of Harsh Constructions, a construction company headquartered in Nasik, India. Birari had to decide on the bid for a construction project in September of 2021, during the COVID-19 (COVID) pandemic. Due to successive waves of the pandemic, the state and federal governments announced lockdowns intermittently, causing uncertainty in costs related to labor, material and project completion. The dilemma before Birari was how to set a bid price that was not so low as to incur a loss and not so high as to lose the bid to competitors. The uncertainty made Birari’s decision-making complex. The case invites students to help Birari find an optimum bid price by using various quantitative techniques, such as Monte Carlo simulation and decision trees.

This case is intended for students of management at a master’s level, in an elective course on management science, which is often also known as decision science. This compact case can be positioned in the second half of the course, when exploring risk management using computer simulation as a tool. The case serves both as an introduction to using simulation to manage uncertainty as well a contrast with simpler methods that are covered earlier in the course.

Teaching notes are available for educators only.

CSS 7: Management Science.

The case was compiled using secondary research, including the following sources, all of which are cited in the References List section of the case: Company annual reports, press releases and company websites and news media, podcasts, video recordings, websites of trade associations and other public domain sources.

This case highlights the decisions facing Moderna, Inc. (Moderna) related to pricing of its COVID-19 vaccine in the European Union (EU) in July of 2021. The CEO, Stéphane Bancel, must balance the need for improving shareholder returns with the call to act responsibly during a global pandemic. Should Moderna raise prices or hold prices constant? What other options might be available to the CEO?

At the authors’ institute, instructors use this case in a second-year marketing elective in pricing at the MBA level. Within the elective, the case enables a discussion on concepts of value realization through pricing and leadership decision strategies. The case may also be used in at the Executive MBA level, in a course of strategic leadership.

The learning outcomes of this study are as follows:

1. the benefits of differential pricing over uniform pricing;

2. the differences between second- and third-degree price discrimination;

3. the rationale for charging different prices for segments having different willingness to pay; and

4. how different prices for the same product can lead to perceptions of unfairness and how companies might manage such an issue.

This case outlines the decisions that Adar Poonawalla, the CEO of Serum Institute of India (Serum), had to make in late April 2021 concerning its pricing for the COVID-19 (Covid) vaccine. Serum was the world’s largest manufacturer of vaccines, and its Covishield vaccine had received regulatory approval, but faced an unusual challenge and opportunity. In most countries, governments had procured Covid vaccines from manufacturers and then delivered the vaccines to consumers free of cost. But in India, there was a three-tier pricing system. While the Government of India had committed to free vaccines in government-run public hospitals, it also allowed vaccine makers to directly sell vaccines to state governments, as well as private hospitals, who were at liberty to charge consumers for the vaccines. This created an interesting pricing dilemma for Serum: as different customers had different willingness to pay, should Serum use differential pricing? Would such a tiered pricing system be considered fair? How many different price points should Serum maintain? By exploring these and related decisions that Poonawalla had to make, the case is intended to teach price discrimination.

The case is intended for graduate-level courses in marketing, pricing and economics. This case illustrates the principles of differential pricing/price discrimination. More specifically, it highlights pricing strategies motivated by second- and third-degree price discrimination in an emerging market’s health-care context. From the information in the case, the student can learn to apply the concepts of second- and third-degree price discrimination in marketing. After working through the case and assignment questions, instructors will be able to help students understand the following concepts:

Teaching objective 1: the benefits of differential pricing over uniform pricing.

Teaching objective 2: the differences between second- and third-degree price discrimination.

Teaching objective 3: the rationale for charging different prices for segments having different willingness to pay.

Teaching objective 4: how different prices for the same product can lead to perceptions of unfairness and how companies might manage such an issue.

Teaching notes are available for educators only.

CSS 8: Marketing

This case can be used to teach students how to analyze innovative business models, as well as to trace their reasons for success and failure. The following objectives also align with categories in Bloom’s taxonomy (Forehand, 2010), consistent with the keywords underlined. More specifically, this case will enable students to learn the following: First, to analyze the distinctive features of a social commerce business model, and how these differ from a traditional e-commerce model. This objective maps to Discussion Question No. 1. This objective helps students to understand the value proposition of an unfamiliar business model (social commerce platform) and compare it with that of a familiar business model (e-commerce platform). Second, racing the causes for success and failure of a venture, using frameworks from entrepreneurship and strategy. This relates to Discussion Question No. 2. This objective helps students analyze strategic decisions of an entrepreneur in light of available resource constraints and by applying appropriate conceptual frameworks. Third, developing recommendations to help a new venture sustain its business model in the face of severe challenges. Discussion Question No. 3 covers this objective. This objective enables students to debate possible paths that the startup could take. The discussion on possible paths naturally causes students to create sustainable or viable options.

The case describes the challenge facing Vidit Aatrey, the founder and chief executive of Meesho, a social commerce venture headquartered in Bangalore, India, in October of 2022. While Meesho recorded the second-highest sales (by order volume) during India’s festive season, it also recorded layoffs and business closures. While Meesho’s core business of getting resellers to sell through its online platform seemed to be working, its new business ventures, such as expanding into the grocery business and into Indonesia, had failed and resulted in more than 300 layoffs. Meesho was also pressed for funding: valued at US$4.9bn, the global market for venture capital funding had chilled and now demanded profitability, not growth-at-all-costs. Meesho’s cash burn rate was about $40m per month, and Aatrey was hard pressed to come up with options for profitable growth.

This case is intended for students of management at a master’s level in a course on entrepreneurship. At the authors’ institute, this case is used with MBA students in an elective course on entrepreneurship and also in an elective course in general management.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship

This case is intended to help students of business communication and public relations to trace the effects of communication by public figures and understand essential elements of designing effective communication. After working through the case and assignment questions, the students will be able to:understand the drivers of vaccine hesitancy;analyze the effects of mass communication on public sentiment, in a fast-changing public health situation; anddesign interventions to influence public awareness and action, using a simple model (5W) for mass communication.

As the vaccines first arrived after the devastating first wave of the Covid-19 pandemic, Indians hesitated to take the shot. Vaccine hesitancy, a worldwide phenomenon, hampered the uptake of the first Covid vaccines despite the dark clouds of the lethal disease. The case looks at the massive problem of vaccine hesitancy and how an integrated communication strategy could overcome and mitigate the challenge. The case protagonist, the leader of a communications agency, looks at the messaging, medium and platforms needed for strategic communication pitch to combat this vaccine hesitancy.

The case was designed for use in a graduate-level course in business communication. This case may be positioned toward the middle or end of the course to illustrate mass communication strategy for pressing and sensitive challenges. The case may also be used in a course on public relations, both at graduate and undergraduate levels.

Teaching notes are available for educators only.

CSS 8: Marketing.

The case includes links to video clips on textile and apparel manufacture to familiarize students with the textile manufacturing process. The case also provides links to audio and video clips of the case protagonist discussing the strengths and weaknesses of the cluster at IK.

The case offers opportunities for the learner to analyze the situation from three cases as follows: industry, cluster (broadly location) and firm. Specific teaching objectives are as follows: How to identify and analyze the drivers of competitiveness of a cluster. Assess the strength of clusters using Porter’s Diamond framework. Map the linkages between players of a cluster as follows: across firms, industries and public organizations. Benchmark and compare clusters to identify opportunities for upgrading competitiveness.

The case describes the challenge facing Mr Nikunj Bagdia, the owner and chief executive of Ken Enterprises Private Limited (Ken), a textile manufacturing unit located in the town of Ichalkaranji (IK), in October of 2019. IK boasts the largest number of cutting-edge air-jet looms in India and Ken is IK’s largest exporter of woven textile fabrics. However, IK lags the textile and apparel manufacturing cluster of Tiruppur, in another region of the country. The case enables a microeconomic analysis of the business environment of industrial clusters and a cluster mapping exercise, which helps identify opportunities for enhancing IK’s textile cluster. As the case closes, Nikunj is trying to prioritize opportunities that could emerge from the analyzes.

Masters/MBA level courses on competitiveness, strategy for economic development and microeconomics of competitiveness.

CSS 11: Strategy.

The term success in this paper is measured by the yardstick of both material and non‐material ones. This study attempts to examine the success story behind Malaysia's development with evidences drawn from both the conventionally used criteria together with the Islamically motivated universal values and ethos. Of the conventional factors, political consolidation of the first Prime Minister in the presence of dynamic enterprising ability of the Chinese as well as South Indian Community based on family values played a pivotal role in creating a foundation for development. The majority Malays, on the other hand, being the victim of colonial legacies and multi‐farious historical phenomenon were by‐passed. Subsequently, the big bargain of 1957, the year of independence by way of securing Malay special rights in the constitution laid the foundation for new strategy of development based on distributive justice. The New Economic Policy with the twin objetives of eradicating poverty and restructuring society could not have been implemented in the absence of universal values such as loyalty, tolerance, sympathy, caring and sharing being demonstrated by all the races regardless of socio‐economic and political superiority. This paper thus argues that from the very beginning the committed and pragmatic leadership, policy continuation, policy dynamism and policy flexibility, among many others, acted as a catalyst for the success story behind Malaysia's development.

The purpose of this paper is to perform the computational fluid dynamics (CFD) simulation with experimental validation to investigate the particle segregation effect in abrupt and smooth shapes circulating fluidized bed (CFB) risers.

The experimental investigations were carried out in lab-scale CFB systems and the CFD simulations were performed by using commercial software BARRACUDA. Special attention was paid to investigate the gas-particle flow behavior at the top of the riser with three different superficial velocities, namely, 4, 6 and 7.7 m/s. Here, a CFD-based noble simulation approach called multi-phase particle in cell (MP-PIC) was used to investigate the effect of traditional drag models (Wen-Yu, Ergun, Wen-Yu-Ergun and Richardson-Davidson-Harrison) on particle flow characteristics in CFB riser.

Findings from the experimentations revealed that the increase in gas velocity leads to decrease the mixing index inside the riser. Moreover, the solid holdup found more in abrupt riser than smooth riser at the constant gas velocity. Despite the more experimental investigations, the findings with CFD simulations revealed that the MP-PIC approach, which was combined with different drag models could be more effective for the practical (industrial) design of CFB riser. Well agreement was found between the simulation and experimental outputs. The simulation work was compared with experimental data, which shows the good agreement (<4%).

The experimental and simulation study performed in this research study constitutes an easy-to-use with different drag coefficient. The proposed MP-PIC model is more effective for large particles fluidized bed, which can be helpful for further research on industrial gas-particle fluidized bed reactors. This study is expected to give throughout the analysis of CFB hydrodynamics with further exploration of overall fluidization.

The British East India Company (EIC) made connections between the Malay Archipelago and Bengal and established a penal settlement at Bencoolen, followed by the Straits Settlements for the Indian convicts. The convicts from different parts of South Asia today were generally described as “Indian”, such generalisation often hides the identity of specific convicts from South Asia. Among the Indian convicts, the Bengalis were transported to Bencoolen and the Straits Settlements. However, the generic term has made it difficult to reconstruct the history of Bengali convicts’ experiences and pathos. Therefore, this paper attempts to “rediscover” the afterlife of transportation of Bengali felons in the Malay Peninsula.

By examining a range of archival records and current scholarships, this article shows the inclusivity, diversity and accessibility of convict labourers with mainstream society. This study will open up a new avenue of convict histories and subaltern studies on Asia.

The Bengali convicts in the Straits Settlements, one of the oldest migrant sections, have largely been ignored in historical literature. Though the Bengalis, among other South Asian convicts, constituted a significant portion, they were categorised under the generic term “Indian” (Rai, 2014). Their manual labour was invaluable for the colonial economy and the development of the Straits Settlements.

Researcher faced difficulties to get the descendant of Bengali convicts.

This article is a research paper based on mostly archival records; therefore, it is an original contribution to the existing knowledge on the convict history.