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The learning outcomes are as follows: decision-making in the areas of business plan, business strategy, financial management, profit planning and marketing, learning from outer business environment, succession planning for first-generation entrepreneur and choosing appropriate source of financing and drivers for diversification.

Immersed in sipping green tea in his capacious office lounge, the octogenarian Arjun Mehta introspected on the trials and tribulations of his journey as an entrepreneur, the voyage which started four decades ago. From 1976 to 2018, the business has now traversed three generations. Starting with Spice Mart (Sole Proprietor) to Hindware and Lament Construction (partnership firms) to Starlite Homes Pvt. Ltd. (corporate entity), Mr Mehta witnessed transformation and restructuring in organization with every new generation which characterized the evolution of family business. Handholding children to take up the reins of Spice Mart was not a calculated choice. Yet it is remarkable to study the growth in organizational structure of the regional family business. As a self-made entrepreneur, morals, ethics and value system are vital ingredients steering the organic growth story. Third-generation Mehta’s are enterprising, aspiring and visionary. With the incorporation of a corporate entity, they convinced themselves to bring inorganic growth in their business. Arjun Mehta gleamed with pride as Spice Mart partakes an organized structure which had lost prominence with the second-generation entrepreneurs. But he is equally hammered with juxtaposed thoughts. He contemplates whether the integration of retail business with real estate corroborates sustainable innovation. Will independent businesses create the brand’s footprints perpetually? Should the millennial confine business natively or should they grow internationally and become a conglomerate?

The case can be exclusively taught to masters and executive education class of students pursuing entrepreneurship and business management courses. The case will supplement understanding of theories of entrepreneurship and dimensions of family businesses in emerging economies.

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CSS 3: Entrepreneurship.

This case describes the evolution of an entrepreneur's venture-capital fund-raising from seed-stage financing through later-round efforts. The case focuses on where the “action” is in venture finance: the exploitation of social capital by an entrepreneur and investors. Much of the teaching materials on venture finance focus on the economics of financing; while these materials provide useful information about the mechanics of valuation and how to structure venture-capital agreements, they miss the social side of venture-capital investing. The case illustrates the theoretical concept that social capital (i.e., a person's relationship to other people in society) influences venture finance. The case can be used in a class on entrepreneurship or venture finance.

This case will enable students to develop an understanding of starting a single proprietorship business focusing on the real estate; understand the possible challenges that an entrepreneur faces in the beginning; apply ethical decision-making frame works when faced in ethically conflicting situation; andlook at the career anchoring theory.

The case study takes a look at the ways and means of starting a small business depending on the owner managers experience, capabilities and skills including networking which are germane to success. It also highlights the ethical issues that small business proprietors have to face in order to make money and grow. The setting of the case is a town in Sindh province of Pakistan, which setting generally represent the arena where such business (Single Proprietorship) develop and get involved in the economic development of a backward area. Finally, the case study highlights the significant but realistic expose of career anchor theory, which stipulates that people normally start with a job but switch jobs over their working life.

Graduate and undergraduate.

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CSS 3: Entrepreneurship.

The use of entrepreneurship to deliver profound social impact is a much-needed but poorly understood concept. While social enterprises are generally well understood, there is a considerable need to have a more common approach to measuring the different ways they create social value for us as well as to reduce the difficulties of starting and growing them in the difficult conditions of developing countries. In the northeast of Nigeria, for example, the mammoth challenge of rebuilding communities in an unfavorable entrepreneurship environment makes the need for a solution even more urgent. This case study illustrates a model of promoting entrepreneurship that advances the conditions of sustainable development goals (SDGs) in local communities using a configuration of the key theories of social impact entrepreneurship (variants of entrepreneurship with blended value or mission orientation, including social entrepreneurship, sustainable entrepreneurship and institutional entrepreneurship). The extent to which ventures can adjust and improve the extent of their contributions to the SDGs are shown using examples of three entrepreneurs at different stages of growth. From this case study, students will be able to understand how entrepreneurs can identify and exploit social impact opportunities in the venture’s business model, within the network of primary stakeholders as well as in the wider institutional environment with the support of Impact+, a simple impact measurement praxis.

The case study envisions training students how to hardwire social impact focus in the venture’s business model (social entrepreneurship), how to run ventures with minimal harm to the environment and greatest benefit to stakeholders (sustainable entrepreneurship) and how to contribute to improving the institutional environment for social purpose entrepreneurship (institutional entrepreneurship).

At the end of learning this case study, students should be able to: 1. discover an effective model for a startup social venture; 2. explore options for managing a venture sustainably and helping stakeholders out of poverty; and 3. identify ways to contribute to improving the institutional environment for social impact entrepreneurs.

For students, this case will help in educating them on a pragmatic approach to designing social impact ventures – one that calibrates where they are on well-differentiated scales.

For business schools, entrepreneurial development institutions and policymakers, this case study can help them learn how to target entrepreneurial development for specific development outcomes.

The case study is preferably for early-stage postgraduate students (MSc or MBA).

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The case can be taught to MBA/PGDM students to give them experiential learning in the course on entrepreneurship. The case can be used to specifically make the student understand the challenges faced by women entrepreneurs in the male-dominated business sector and recognize the entrepreneurial competencies needed to run a business.

Entrepreneurship.

Shany Jalal, Promoter and Managing Director of Servicecare Pvt. Ltd., and the protagonist of the case proud owner of Servicecare Pvt. Ltd. reminisced the circumstances that drove her to start the business venture in Bangalore, India. At the age of 17, a personal setback instilled in Shany a strong desire to become self-reliant and independent. Backed with a degree in hotel management and a meager loan amount of INR 10,000 provided by her father on certain terms and conditions, Shany deep dived into the soft facility management sector business way back in the year 1999 and since then there has been no turning back. Today, Shany Jalal is proud that her venture by starting a proprietorship company “Service Care”, and later converted it into a Private Limited Company, “Servicecare Private Limited” in 2011. Shany Jalal was proud that her venture is a name to reckon with in Bangalore. She has had a team of 4,200 employees, which operates Pan India, providing top-notch corporate cleaning solutions. Her motto was not to compromise on quality and she continues to provide the highest level of service to her esteemed clients, some of them even dating back to the days of inception. Her determination powered by a strong value system is what keeps the company a cut above the rest. Being in the soft facilities management service for almost 20 years, Shany Jalal feels she has achieved her dream. Today, she is a highly successful woman entrepreneur. As she retraces her career path, she owes her success earned through years of dedication, commitment, hard work and timely intervention of some kind-hearted individuals. Since 2011, the company witnessed an average growth of 41% year on year. Though there was stiff competition from domestic and multinational property management companies, Shany sailed through. However, in the global pandemic of 2020, when her business was impacted, Shany realized that to sustain organizational growth, she had to integrate technology with service. She contemplated ways and means of integrating technology with services to meet the clients’ demands. However, Shany believes that to sustain organization growth, technology must be integrated with service. She is currently contemplating ways to introduce and integrate technology with services to efficiently and effectively meet clients’ demands.

1. Understand the gender issues in India and its impact on women entrepreneurs. 2. Analyse the ecosystem that supports supported women entrepreneurs in creating a new venture. 3. Identify the leadership traits and style, entrepreneurial competencies and capacities of the women entrepreneur in this case. 4. Recognize the challenges faced by women entrepreneurs in the facilities management business sector. 5. Explore various options of integrating technology to improve facilities management services provided to the clients.

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Shany was able to face the challenges that came her way successfully with grit and courage. She was able to expand her business. Her business helped lighten the lives of many people as she provided a means of livelihood to the underprivileged. Shany was also able to motivate her husband to start a business venture and stood by him. She encouraged women to stand on their own feet especially motivating women to set up their own businesses. She is also in constant touch with other like-minded women entrepreneurs who share similar experiences in handling crises. This gives her more insight to take proper decisions.

Women entrepreneur, Facilities management services, Technology supported services

CSS 3: Entrepreneurship.

This case is meant for MBA/MS/executive MBA students.

Entrepreneurship development, leadership.

This case is about the successful entrepreneurial journey of Kiran Mazumdar-Shaw, founder of India-based biotechnology company Biocon Limited. Mazumdar-Shaw established Biocon in 1978 as a joint venture company. As a woman entrepreneur, Mazumdar-Shaw faced many challenges and setbacks during her initial days. She overcame these and took Biocon to new heights. Later, Mazumdar-Shaw decided to make a strategic shift in Biocon’s business model – going from manufacturing enzymes to biopharmaceuticals with the vision of making an impact on global health care by providing access to affordable, life-saving drugs.

The learning outcomes are as follows: understand the ecosystem of women entrepreneurs in developing countries; examine the challenges faced by women entrepreneurs in their entrepreneurial journey and how successful entrepreneurs convert challenges into opportunities; and analyze what entrepreneurial leadership is and understand how these leadership qualities play an important role in the success of entrepreneurial ventures.

Mazumdar-Shaw was able to break through the gender barrier that was highly prevalent in Indian society then and successfully established her entrepreneurial venture in biotechnology, a discipline that was still nascent in the1970s. Though she has scaled great heights in the biotechnology area and developed her business, she has remained sensitive to the problems of those who are unable to get affordable medicines. Firmly believing that she should share the prosperity of the company with the poor and the marginalized, Mazumdar-Shaw, through her philanthropic venture, Biocon Foundation, started providing essential drugs at affordable prices to them.

CCS 3: Entrepreneurship.

The case deals with an ethical dilemma of an entrepreneur. Chandran, a qualified contractor, had secured an electrical contract from a premier government organization. It was a turnkey project to be executed in a given period of time. In the process of work, he comes across major problems. He could not abandon the project or compromise on his moral values. He wanted a way out to salvage this project that was slowly slipping from his control. This case examines the ethical issues that confront small businesses, employees, suppliers and key stakeholders of every organization and explores the mindset of participants, their personal values and their decision making rationale. The participants get an opportunity to identify with the difficult choices a business situation may throw when ethical mindset clashes with the decision making process.

This case offers the students to see the impact business ethics concepts, including corporate social responsibility, ethical obligation, ethical strategy, alienation, corporate activism, sociopolitical activism, symbolism, transparency, integrity, decoupled organization, opportunism, moral muteness or moral exclusion, etc. Through the student’s own ethical sensitivity, they can then make an informed decision grounded in fundamental ethical theories such as Utilitarianism, Kantianism, Ethics of Care, Virtue Theory, Confucianism, etc.

Data for this case has been gathered entirely from publicly available secondary sources, including online resources, mainstream media reports, biased (opinion-based) media outlets, social media statements from all stakeholder groups (students, business, university) and meeting minutes from campus organizations. None of the named individuals nor entities, in this case, have ever been contacted by the authors.

In Fall 2020, Boise State University contracted a locally owned and operated coffee shop to open a location on-campus. The shop owner was engaged to a police officer who had been permanently injured in an altercation with a dangerous fugitive. For his sacrifice, this police officer was awarded the Medal of Honor from the City of Boise. To support her fiancé, the coffee shop owner displayed a Thin Blue Line flag on the front door of her off-campus location. Students heard of this display and began to voice their objections through administrative and social media channels. The business countered back at claims that they supported racism and ultimately asked to be released from their contract with the university. They closed their on-campus business, having operated the location for less than two months. Media representation of this case created a vocal response both from those who support the business’ use of this imagery and those who support the student’s decision to boycott this business on ethical grounds.

Business ethics: 300–400 level; Business strategy: 300–400 level.

Marketing and entrepreneurship.

The case is applicable to MBA core marketing, sales and distribution, strategic marketing, fast-moving consumer goods (FMCG) marketing and entrepreneurship.

Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a thriving enterprise. From his first job as a salesman in Godrej to being the founder of “Aachi” group of companies with a turnover of INR 700 crores (USD132 million) annual revenue, he has had quite an eventful journey. His early insights in Godrej in sales and distribution, coupled with his entrepreneurial passion, have enabled him to grow his company this far in a short span of 14 years. His business is partly managed by his wife and his two sons who are the directors of this private enterprise. Now he is making bold moves to venture outside Tamil Nadu and become a national brand, which means a major scaling up and moving into the next orbit. Vital questions in scaling are: Is Aachi pursuing the right growth strategy in their effort to scale up? How can Aachi look at the imminent foreign direct investment in retail as an opportunity for growth? Looking back over the years, what has Aachi learnt and how to carry forward the best practices and learn from the mistakes made?

Entrepreneurship: to introduce the entrepreneurial vision in creating a new enterprise, and to understand the characteristics of an entrepreneur. FMCG marketing: to discuss the importance of going-to-the-market strategy, to discuss the importance of distribution reach in rural marketing, to discuss the nuances of branding in Aachi's growth story and to familiarize students in successfully marketing FMCG products. Growth strategies: identifying opportunities for the future, and to explore the growth strategies suitable for Aachi.

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

Start-ups in emerging markets, entrepreneurship, business models and strategy.

The case is suitable for MBA and EMBA graduate and undergraduate students in strategic management, finance and the relevant areas.

This case provides a real-life entrepreneurial situation in agricultural industry in China. The protagonist of the case is the founder and CEO of the start-up Harvest Agricultural Technology and Development Company Limited (Harvest). From his perspective, the case depicts the current business environment for private companies in China, and presents the opportunities and challenges a new start-up faces in this environment. Agricultural industry plays an important role in the Chinese economy. Especially because in China land is owned by the state or collective, agricultural industrialization has more significance and experiences greater difficulties. The company in the case explores the situation of integrating the different stakeholders of agricultural production and delivery given the current political and economic environment. The case describes the characteristics and quality that a typical Chinese entrepreneur has and questions why such factors matter so much in China. The case emphasizes the strategic planning process of Harvest and its unprecedented business model design. The case also touches upon the growth pattern of entrepreneurial companies in China. All the above issues deserve discussion and in-depth analysis.

After studying this case, students should be able to: describe the business environment in China and identify the stakeholders of the agricultural industry in China; describe the process and value chain of agriculture production and delivery by adopting management models if necessary; discuss the personality and quality of the founder and CEO and compare his characteristics with that of western entrepreneurs and analyse why these characteristics are helpful (or detrimental) to the start-up company; analyse the development of business model designs, and identify the merits, drawbacks and risks of each version of business model; analyse the competitive advantages of Harvest, and identify the key resources and capacities with management models if necessary; discuss different possibilities of Harvest's future with evidence and process analysis; discuss whether the business model and the development strategy of Harvest are applicable to other companies or industries; discuss how setting the goal of going public on the first day Harvest was founded will affect the development of the company; and compare the business models of Harvest with other companies serving as a platform in a different industry (i.e. Taobao marketplace).

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