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Case study
Publication date: 12 June 2015

Gaurav Shobhane, Bhaumik Jain, Gautam Anchalia and Ayush Agrawal

In December 2015, 196 countries will meet in Paris to reach a new global climate change agreement. This case looks at the climate negotiation process from the eyes of India's…

Abstract

In December 2015, 196 countries will meet in Paris to reach a new global climate change agreement. This case looks at the climate negotiation process from the eyes of India's environment minister Mr Prakash Javadekar. In India's context, the energy sector has a big role to play in emission reduction as it is the largest emitter of the GHGs. When compared to US and China, India's per-capita emissions are miniscule but they are expected to rise substantially as the GoI is investing heavily in the infrastructure sector which has a substantial carbon footprint. The case discusses the mandatory emission cuts that India will announce considering the fulfillment of sustainable development goals. The case also points out, the government's promise of providing 24*7 electricity by 2019 which it feels can be an impediment in setting an aggressive emission cut target. The case questions if changes in the portfolio mix can be a part of the solution.

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: 12 January 2024

Chetna Rath and Asit Tripathy

The case was devised using secondary sources of data collection from annual reports, sustainability reports and the Hindustan Petroleum Corporation Limited (HPCL) website. These…

Abstract

Research methodology

The case was devised using secondary sources of data collection from annual reports, sustainability reports and the Hindustan Petroleum Corporation Limited (HPCL) website. These documents provided insights into the HPCL’s sustainability initiatives, financial performance and disclosure practices. Other data were obtained through the websites of the relevant businesses/sectors.

Case overview/synopsis

In March 2022, Pushp Kumar Joshi, chairman and managing director of HPCL, contemplates the oil giant’s sustainability strategy amid challenges. Despite a 38% revenue increase in financial year 2021–2022, profits dropped because of reduced refinery capacity. HPCL, a major player in India’s oil and gas industry, recognized the need to align with climate goals and changing consumer expectations. Joshi emphasized stakeholder engagement, carbon mitigation, technology adoption and transparent environmental, social and governance (ESG) reporting. A materiality assessment highlighted key issues like gender diversity, air quality and the low-carbon transition. Joshi grapples with balancing profitability and sustainability amid stakeholder pressure and market fluctuations, seeking advice from the sustainability team for the future.

Complexity academic level

This can potentially be a case study for a business management course, particularly focusing on sustainability, corporate social responsibility and strategic decision-making. It could be used at both the undergraduate and graduate levels in courses related to business administration, sustainability management, corporate strategy, environmental management or stakeholder engagement. The case could be analyzed to discuss the challenges and opportunities faced by a company like HPCL in balancing profitability and sustainability, developing effective sustainability strategies, integrating ESG considerations and managing stakeholder expectations.

Supplementary material

Teaching notes are available for educators only.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 13 March 2017

John L. Ward

In late 2011, Jerry Bertram, vice president and general manager of the fire retardant additives business of Huber Engineered Materials (HEM), a division of family-owned J. M…

Abstract

In late 2011, Jerry Bertram, vice president and general manager of the fire retardant additives business of Huber Engineered Materials (HEM), a division of family-owned J. M. Huber Corporation, was preparing to present the potential acquisition of the precipitated alumina trihydrate (PATH) business to the environment, health, and safety committee of Huber's corporate board. He had convinced HEM's leadership of PATH's strategic value to their business and the urgency of the acquisition based on PATH's parent company's movement into Chapter 11 bankruptcy and its plans to close the PATH plant.

Winning board approval posed a major challenge. It was unclear whether the plant would remain operational, because HEM would have to enter a shared-services arrangement with PATH's parent company, which continued to use the site. In addition, acquiring PATH would mean integrating its specialized, unionized labor force into Huber, which had very few union workers. Finally, early due diligence had revealed tens of millions of dollars of potential environmental risk on the site. The last issue was particularly critical, given Huber's generations-long history of respect for the environment, and its executives' and directors' reluctance to take on any business with excessive environmental risk.

This case illustrates in depth the family business values that can promote consideration of an ostensibly unconventional and risky strategic move, and enable executives to push for approval of the same, as backed by comprehensive risk assessment and mitigation plans.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 24 March 2022

Kristina Moreva, Yelena Krupina and Anjan Ghosh

This case will enable students to: understand reasons for mergers and acquisitions (M&A); identify and explain the risks associated with M&A and corresponding risk mitigation…

Abstract

Learning outcomes

This case will enable students to: understand reasons for mergers and acquisitions (M&A); identify and explain the risks associated with M&A and corresponding risk mitigation approaches; and decision-making on postmerger integrations.

Case overview/synopsis

The case discusses the integration dilemma around ChocoTravel’s M&A of Aviata. Both are among the largest online travel agencies in Kazakhstan. The acquisition of Aviata was not the first M&A deal for ChocoFamily – the Holding Company of ChocoTravel; however, it was the largest one. By combining their operations, ChocoTravel and Aviata together could capture 70% of the market share and become the market leader. Although the M&A had high potential toward superior business performance, it had significant risks. Threats of integration failures often make M&As fail. The management of ChocoTravel, therefore, had to consider several factors that could act as potential threats to post-M&A integration. First, each company had its own operating model and corporate culture. Second, both brands, ChocoTravel and Aviata, were well established and recognized in the market; each of them had its own loyal clients. Taking into account low switching costs to customers, the CEO of the new joint company needed to decide whether to integrate ChocoTravel and Aviata or keep them separate or even discontinue one. So, the important thing was not to disrupt operations and lose customers while introducing the post-M&A integration strategy. This case focuses on the challenges of post M&A integration.

Complexity academic level

The case targets last year’s bachelor’s students, Master of Business Administration/Master of Science students as part of the business strategy, marketing and branding and M&A classes. It allows students to have a broad in-class discussion and apply knowledge to make strategic management decisions in postmerger integration situations.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 18 May 2011

G Raghuram and Pranav Mehta

It was December 13, 2010. The Government of Uttar Pradesh announced their plan to urbanize the entire area along the Yamuna Expressway (YE) in order to prevent haphazard growth of…

Abstract

It was December 13, 2010. The Government of Uttar Pradesh announced their plan to urbanize the entire area along the Yamuna Expressway (YE) in order to prevent haphazard growth of urban sprawls on the flanks of the YE. The YE was conceived in 1997 as a dream project of Ms Mayawati, the then Chief Minister of Uttar Pradesh, with the idea of reducing the travel time between Delhi (and the larger National Capital Region) and Agra. It was a 165 km long expressway and was proposed to run from Greater Noida to Agra via Mathura. Amidst issues concerning land acquisition, and various protests and litigations, the deadline for completion of the project had extended beyond its original completion date of February 8, 2010 to April 2013. Meanwhile, the project cost had escalated from Rs 2500 crore (cr) in the year 2000 to about Rs 10,000 cr as of December 2010. By then, about 80% work on the expressway had been completed. The project was finally expected to be completed around April 2011. This was, however, subject to the pending court judgements and mitigation of risks as perceived by Jaypee Infratech, the concessionaire of the project.

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 September 2023

Shraddha Purandare

The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this…

Abstract

Research methodology

The case has been tested and proved significant as a part of executive educative courses. Students and participants are pushed to consider practical options. The audience for this case study could be BBA students, MBA students, postgraduate management students or students who chose marketing as their area of specialization.

• Strategic management courses/modules at the intermediate level.

• Marketing management courses/modules at the entry/intermediate level.

When the instructor wants to discuss marketing models like segmentation, targeting, positioning (STP) or marketing strategy model during the course, he or she may use this example.

Case overview/synopsis

This instructor’s manual accompanies the case entitled “Krishivan Agri Tourism: Challenges for Sustainability.” This case study highlights the entrepreneur’s struggles with his resort’s limited audience, lower weekday occupancy and weekday reach. The government’s declaration of a lockdown and the COVID-19 epidemic ultimately led to financial losses and stressed cash flow. The businessman understood the enormous potential of the Indian agritourism market. It was a turbulent time for him to evaluate his strategies to sustain in the market. The case illustrates the owner’s struggle to survive and prosper in a commercial setting. The scenario can be used by the instructors to talk about risk mitigation strategies such as promotion, marketing and strategy analysis. Readers must consider difficulties related to corporate success strategically. The proposed responses to the discussion questions in the instructors’ manual are provided here. It can be taught in management courses to handle topics like marketing management, strategic marketing, STP and entrepreneurship, among others.

Complexity academic level

Marketing management and strategic marketing in Management courses at the intermediate level.

Details

The CASE Journal, vol. 19 no. 6
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 20 January 2017

Susan Chaplinsky and Kristina Anderson

In November 2003, John Fruehwirth, a principal at Allied Capital, was considering a $20 million mezzanine investment in growth capital for Elephant Bar, a California restaurant…

Abstract

In November 2003, John Fruehwirth, a principal at Allied Capital, was considering a $20 million mezzanine investment in growth capital for Elephant Bar, a California restaurant chain. Elephant Bar had had some initial success in California but now Allied's investment committee had to wrestle with the question of whether the restaurant concept was strong enough to travel and become a national brand or whether it was mainly a “California Concept.” And if the concept was strong enough to travel, would Allied Capital be able to meet its underwriting standards? Because Elephant Bar is a company with aggressive growth plans, it is significantly riskier than traditional mezzanine investments. The case can be used in courses on venture investing to illustrate another funding source available to young companies. Traditional mezzanine financing is often used to provide a portion of the funding for late-stage investments, such as leveraged buyouts. The case can also be used in courses on private equity to illustrate the perspective, risk mitigation strategies, and return expectations of mezzanine investors.

This case has a teaching note and a spreadsheet, which are available to registered faculty members.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Abstract

Subject area

Information Systems – IT Strategy Design and Implementation.

Study level/applicability

The case can be discussed in Marketing Management courses and IT Strategy classes in MBA, executives from NGOs who are participating in Management Development Programs, etc. It can also be used in entrepreneurship classes. The case serves as an illustration to entrepreneurship projects, and so this case can be discussed in training program for budding entrepreneurs intending to implement cloud in its IT infrastructure.

Case overview

E-commerce is big nowadays in India. In e-commerce, particularly e-tail in India is witnessing a boom with players reporting achieving revenue targets earlier than anticipated. Though e-tail sites are now ubiquitous and dime a dozen with multiple offerings or specialized offerings, the e-grocery model is yet to take off on a large scale across India. E-grocery model has its unique challenges on both supply as well as distribution side unlike other e-tail business. As it deals with perishable items, it faces challenges in supply chain, procurement, inventory management, cold storage management, quality and logistics. To solve such problems, high degree of localization is needed for players in this business. It requires them to open up multiple warehouses at strategic locations in a city if they decide to have control over the goods they sell. Start-ups in this space face the problems in monitoring inventory levels across warehouses where they use disparate Point of Sales (POS) systems. There is a lack of synchronization among the POS applications across the warehouses for which they are able to take the benefit of economies of scale during procurement and distribution. Also, they face stock out and excess inventory across stock keeping units (SKUs). To solve this problem, a strategy is needed so that they can maintain data for all its warehouses through a single database and also by which they can scale up easily and at a lower investment without disturbing continuity in business.

Expected learning outcomes

Following are the learning outcomes: to learn about the business model and market ecosystem of an e-tailing business dealing in grocery items in a tier-II city in its introduction phase of organizational life cycle, to learn about various processes involved in online ordering of an item from an e-commerce website, to understand the various challenges faced by an organization dealing in e-tailing business in its introduction phase and to find out whether IT Strategy can be of help to overcome these challenges, to have an understanding of the Balance Score Card and Departmental Score Card, to understand how cloud can be of help to overcome the challenges and what are the possible cloud architectures to address such problems, to get an idea about how return on investment can be measured for finding feasibility of investment in cloud and to have the understanding of risk associated with implementing cloud and the cost of mitigating those risks.

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:11 Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Denise Akason and Helee Hillman

This case highlights a recent and important type of new sustainability project for existing buildings commonly referred to as an integrated energy retrofit (IER) project. Anthony…

Abstract

This case highlights a recent and important type of new sustainability project for existing buildings commonly referred to as an integrated energy retrofit (IER) project. Anthony Malkin of Malkin Holdings, owner of the Empire State Building (ESB), acknowledged the importance of making the existing building stock, particularly in New York City, more energy efficient, as it comprises a large part of the real estate in most cities. Taking a bold leadership position, Malkin vowed to make the ESB the most energy-efficient, sustainable, “green” pre-war office building through an IER project that examined several facets of the building's systems, operations, and tenant behaviors. In addition to making the ESB a green icon in Manhattan, Malkin also stated the importance of making the project transparent and economical so other pre-war buildings could copy the model. This case study examines in depth the process that Malkin Holdings underwent in attaining its goal of establishing the ESB as a leader in existing building sustainability.

After discussing and analyzing the case, students should be able to: Understand how to balance costs and benefits associated with an IER project Explain the benefits of green retrofitting to owners and tenants Identify risks in high-profile, complex projects and recommend mitigation strategies

Case study
Publication date: 13 July 2019

Wing Sun Li

By reviewing the case study, readers are expected to understand the constraints of competitive strategies in a shifting environmental landscape; the difficulties of foreign…

Abstract

Learning outcomes

By reviewing the case study, readers are expected to understand the constraints of competitive strategies in a shifting environmental landscape; the difficulties of foreign companies to sustain in an emerging market with government interventions; the subtlety of joint venture (JV) formation by partners with very divergent background, priority and agenda; evaluation of behavioural orientations of partnership and JV operational arrangements as determinants of a successful JV strategy.

Case overview/synopsis

High-tech companies can enjoy super profits from their products when only a few competitors can compete with them technologically. However, these companies also nurture a high-cost operational culture that sets a constraint for their further growth when superiority of the technology can no longer be maintained. High-tech companies may reposition their businesses with a strategic shift from differentiation strategy to cost focus strategy. The attendant shift as well as synchronization problem in an organization may require a larger effort to revamp. This case describes a global telecom infrastructure company with successful business performance in China in her early establishment with a pre-emptive technological edge. Mitigation of technological superiority and the rise of local competitors have forced the Company to opt for a cooperative strategy with a local player in the establishment of a low-cost joint venture. Does the new joint venture facilitate the strategic shift or just create an illusion of cooperation?

Complexity academic level

Undergraduate students and post graduate students taking strategic management course.

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 11: Strategy.

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