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At the end of the case discussion, students should be able to:▪ analyse and discuss networks as a form of social capital;▪ identify and discuss alternative growth strategies for an small, medium, micro enterprise (SMME) in the context of prevailing challenges;▪ use the six domains of the entrepreneurship ecosystem to identify and discuss factors that enhance and challenge a business with particular reference to an SMME; and▪ analyse and understand the key dimensions of entrepreneurial behaviour using the case protagonist as an example.

Nhlanhla Dlamini, the managing director of Maneli Pets based in Johannesburg, South Africa had opened an office in Cincinnati in the USA in July 2019 to take over the distribution and marketing of the company’s high-quality protein pet treats. Just over eight months later, the COVID-19 pandemic exploded across the world resulting in unprecedented disruption to people’s lives, world trade and the global economy.Now, in June 2022, Dlamini contemplated the successes and challenges he had experienced since starting Maneli Pets in 2016, not least of which was parting company with US-based Novel Dog LLC, which had previously marketed and distributed the pet treats. He had built an internationally accredited factory from scratch, produced pet products and a brand that was appealing to the competitive international market, and exported to 12 countries around the world. However, Dlamini had also faced the retrenchment of a large number of staff, the breakdown of the relationship with Novel Dog, the difficulties of setting up a distribution business in the USA along with overseeing the South African factory, and in September 2019, his co-founder, Sipha Ndawonde, had left Maneli Pets.Maneli Pets had served Dlamini’s philanthropic purpose of creating jobs and contributing to the growth of the South African economy. Despite the setback of parting ways with Novel Dog, he hoped to continue to create jobs and return to and exceed the staff numbers he had achieved by 2018, regardless of the hard work involved.In his dual position of managing director of Maneli Pets, based in Johannesburg, and sales director of the distribution and marketing arm, Nandi Pets Inc. in Cincinnati, Dlamini had a global view of the companies’ financials that he realised had been missing initially. Would the new structure of Maneli Pets he had created in 2019 in a pre-pandemic world see the company profitable by the end of 2022? What else could he do to take the company to the next level?

MBA, Masters in Management, Postgraduate Diploma in Business, Executive Education short courses.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The owner/editor of the small Davis Press encounters a dilemma when she is given the opportunity to publish a novel set in the Islamic holy city of Mecca. Given the events of the last 16 years—the angry fallout after Salman Rushdie's novel The Satanic Verses, the continuing Iraq War, and the recent controversy of Koran desecration at the U.S. Naval Station Guantanamo Bay—publishing the novel presents a host of various ethical dilemmas, including whether she should put her staff at risk. This case discusses the ethics of a free press and challenges the profit motive in the face of jeopardizing political and religious world affairs.

Data from HCL company and their corporate entrepreneurship activities were sourced using interviews and discussions. Secondary data was collected from the company website and other information available in the public domain.

This case narrates activities undertaken by the Enterprise Technology Office (ETO) of HCL Technologies Infrastructure Service Division to build the Corporate Entrepreneurship function. Around 2015–2016, the ETO started engaging with multiple people and organizations associated with the technology ecosystem outside the firm boundary for novel technologies and solutions. These entities included venture capitalists and start-ups. The ETO also began engaging with internal teams and existing customers to promote the identified novel technologies and innovative solutions. The ETO function grew organically by hiring resources from internal and external pools. ETO also undertook specific programs to increase the involvement of internal teams in their initiatives, like the Joint Exploration Program. ETO explored several options to further the ecosystem innovation strategy and institutionalize corporate entrepreneurship activities. The ETO team deliberated on ways to align the stakeholder goals and evaluate if technology could play a role.

This case can be used in any course on “Managing Corporate Entrepreneurship and Innovation,” “Strategic Management of Technology Enterprises” or any course focused on managing technology and innovation for graduate (MBA) or executive participants.

After completion of this case, students would be able to understand the challenges faced by social entrepreneurship in a time of pandemic, as well as gain a perspective of the background, history, evolution and the setup of such organizations; appreciate the role of marketing methods in tackling the challenges faced and how the management of such enterprises could use them on the ground; evaluate possible future options/pathways that could be taken in the backdrop of a pandemic and, more importantly, in a developing country context; and apply the elements of social entrepreneurship theory and suggest a way ahead for ThankUfoods (TUF).

TUF is a social enterprise that empowers visually and physically challenged people by using while profitably selling food products. Few years of existence, it was facing a major dilemma regarding strategies to continue its existing business and the way forward. Because of the pandemic, the traditional offline business models became redundant on which TUF was heavily dependent. At the same time, TUF had to balance providing support to its employees, staying financially afloat and upholding its parent organization’s core objectives, the India Association for Blind (IAB). IAB was founded to rescue and provide livelihood for specially abled people. TUF was formed as a sister concern that combined charitable work and profit earning to make visually challenged people self-sufficient. At this juncture, the protagonist of the case Mr Abdul Raheem, chief executive officer of TUF and vice president of IAB, approached consultants to chart the way forward. He was forced to explore novel options ranging from conceptual ones, such as setting the right objectives and revisiting mission and vision, to more operational ones, such as venturing into online space, increasing advertisements and achieving breakeven sales. This case study highlights the overall journey of TUF, the underlying constraints, the new challenges faced and the dilemma ahead. Further, it covers the context and challenges peculiar to an emerging market setting. More importantly, it provides a setting for the students to be in the protagonist’s position and ponder – how should a social enterprise functioning in an emerging market function in times of pandemic crises? If it decides to explore novel options, what should be those, how can it proceed, and what to be cautious about.

The target audience for the case study are students from MBA and BBA courses, management trainees who are interested to learn about the challenges social entrepreneurship face at the time of crisis. This case study could be used to explain concepts about social entrepreneurship, brand positioning, e-commerce marketing and decision-making in the time of pandemics/crises. The case is also suitable for senior management personnel who participate in executive education programs.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship

This study aims to particularly focus on undergraduate and postgraduate early stage level students pursuing business, educational, social work programs. Particularly those studying organizational behavior, leadership and change, curriculum design management, social literacy and courses on 21st Century Skills.

Social entrepreneurship, developmental studies, education, organisational behavior are the subject areas focused in this study.

Purpose – The present case study is an empirical account of the gender perspectives on leadership styles and entrepreneurial mind-set demonstrated by Jigyasa and Gaurav, the co-founders of “Slam Out Loud” (SOL) – an Indian for mission non-profit organisation established in 2017. The authors intend to highlight the challenges faced by SOL during COVID outbreak, to establish community connect in the virtual domain and deliver hyper-personalised socio-emotional learning (SEL) frameworks. Will SOL’s Creatively Omnipresent and Versatile Inclusive Design framework transform Indian child education in the wake of New Education Policy 2020 of India while being sustainable as well as globally competitive?

This case study is based on primary data collected through semi-structured in-depth interviews with the founders of SOL. It follows the deductive approach of methodology. The data has been complemented by documentary analysis, including videos, descriptions of internal processes and articles.

SOL has been strengthening the transformative power of performance and visual arts to help build creative confidence (CC) among children from disadvantaged communities below five years of age. The co-founders have focused on imparting life skills such as communication, critical thinking and empathy in children. The framework adopted by SOL is a combination of six 21st century and SEL skills including creativity, communication, critical thinking, collaboration, self-esteem and empathy.

A novel Sinha’s 5 × 7 SEL- COVID Matrix.

Learning outcomes can only be achieved using case-based pedagogy. Students are encouraged to dive deep into the dilemma. After the case discussion students will be able to define Creative Confidence (CC) with its importance in social development, comprehend the impact of developmental interventions such as Jijivisha Fellowship during COVID 19 and post COVID 19, understand servant leadership and its impact in the management, analyse how servant leadership accelerates social efficacy in the social enterprises, illustrate the novel 5 × 7 SEL-COVID framework for educators, create and evaluate their hyper-personalised SEL framework curriculum.

The SOL initiative is well aligned with the National Education Policy introduced in India in 2020. It will address the issues of not only providing equitable and inclusive education but also enhancing enrolment ratio and reducing dropout rates. Adoption of Arts-based education will also develop Creative Confidence (CC) and improve emotional well-being of children in primary education.

Teaching Notes are available for educators only.

CSS 3: Entrepreneurship

Financial management, marketing management and entrepreneurship.

The case is suitable for undergraduate students.

The case is based on the ingenuity of the chief protagonist of the case study, Anandam. Anandam had conceived a novel idea of using coconut shells and other biomass material as the fuel for running a woodstove. The case study has its settings in Kerala (India). A tentative business plan is being proposed through the case study, where the market analysis has been done, underscoring the product positioning, market segmentation, pricing and other relevant parameters. Further, the case also lays emphasis on the support provided by a local non-governmental organization, as an initial hand-holding measure.

The case study has been written for the purpose of students' appreciating the nuances of new technology/product launch in the market, given the existing competitors. This would help in understanding the 4 Ps better, and, raising a good platform for discussion in the classroom. A financial analysis aspect is also given, which would help students to draw an inter-disciplinary perspective vis-à-vis the case. The case may be extrapolated to other start-up ventures by entrepreneurs.

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

The learning outcomes of this study are to estimate the complexities associated with the management of a novel business idea in the context of emerging markets; to demonstrate an understanding of entrepreneurial action and strategic adaptation under various challenges of the business world; to apply the principles of design thinking and innovation to analyze the sustainability of a social enterprise; and to evaluate the pros and cons of different strategic options and provide viable recommendations for future development.

Many riverine communities in Nigeria battled water hyacinth spread for decades, until Achenyo Idachaba-Obaro contributed her time, creativity and innovation to resolve the issue. She sacrificed her successful computer science career in the USA to launch her social enterprise, MitiMeth. The startup aimed to resolve the unaddressed environmental problems of her home country and to provide a decent living to the vulnerable community of indigenous artisans. This case study discusses Idachaba-Obaro’s efforts in researching the alternative usages of the water hyacinth weed under the condition of a limited availability of resources. Considering Nigeria’s creative arts culture and dismal socioeconomic conditions, she chose to weave the weed into handmade artifacts by educating herself and training local artisans to manufacture and sell handicrafts in the market. To receive financial support and attract environmentally conscious customers, Idachaba-Obaro had to participate in funding competitions, regularly attend exhibitions and partner with private entities, nongovernmental organizations (NGOs) and government authorities. This case study further elaborates on multiple hindrances associated with female entrepreneurial activities in a conservative Nigerian society characterized by marginalization, social stigma and gender-based stereotypes. Despite many challenges ensuing from a limited market access in rural areas, high unemployment rates and low levels of disposable incomes in the country, MitiMeth ambitioned to maintain its culture of creativity and innovation. The team regularly studied materials used and conducted brainstorming sessions with artisans to launch new items, improve existing products and incorporate needed alterations based on customer feedback and special demands. MitiMeth made its notable contribution toward the achievement of several sustainable development goals, while striving to continuously increase remittances to working artisans. Recently, the company was challenged by the vertiginous technological advancements of the digital era, as many businesses around the globe used machines to upscale their operations. Idachaba-Obaro pondered whether she should use technology in product manufacturing processes or focus on her commitment to provide a livelihood to local artisans and preserve the authentic look-and-feel of handmade crafts.

This case study is for an upper-level undergraduate audience.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

Following successful discussion of this case, students should be able to:▪ understand and apply the principles of effectuation;▪ understand the difficulty of obtaining traditional financing in Latin America;▪ determine the importance of matching new hire and company values, particularly in a small business; and▪ analyze some of the unique problems facing a business at the point of scaling up and provide suggestions for how the protagonist could address those problems.

This case provides an introduction to the Fintech industry in South and Central America, fruitfully combining tenets of the lean startup methodology, effectual principles of entrepreneurship and a novel method of managing personal finances via decentralized vehicles provided through fintech. In addition, Kuiki Credit and its use of fintech represent a compelling example of industry disruption by an entrepreneurial firm. Owing to its unique location, this case provides students with a lens into a part of the world rife with bureaucracy and, in some cases, corruption. The disruption is thus unique in that not only does one view traditional disruption of industry dynamics, but also government policy and cultural mores. This is evinced within the body of the case through direct quotes from founder Ernesto Leal and Eduardo Morán, one of the company’s first employees. This information highlights the market Kuiki Credit pursued, one underserved by traditional financing and thus lacking access to credit.Consistent with effectual entrepreneurship principles, Ernesto Leal, the main protagonist and a Nicaraguan entrepreneur, drew upon his significant corporate experience in financial institutions and as a franchise owner to create a new venture. Kuiki Credit is designed to increase access to capital and disseminate fintech throughout Central and South America, and in particular first in Costa Rica and later in Nicaragua. The case is set in 2018, when Leal faces a scaling issue. Specifically, he wonders how to maintain an entrepreneurial company with high levels of innovation and a culture of continuous improvement despite the need to grow. Near the end of the case, some specific issues relative to culture are briefly reviewed in relation to the sales department and Leal feeling the need to restructure the company, while being encouraged by the board to hit breakeven targets for three consecutive months prior to expanding to new markets.

This case most appropriately lends itself to discussions in entrepreneurship at the junior or senior undergraduate level. To engage in this case most productively, students should have a basic understanding of entrepreneurship, the equivalent of two to three weeks into the semester.

Teaching notes are available for educators only.

CSS:3: Entrepreneurship.

This case study was prepared through secondary research. The secondary data was collected in electronic format from the internet. Archived data from the company sources as well as other resources available online was used. Financial reporting about Pfizer Inc. (Pfizer) was done using data from the company’s annual reports.

This case discusses US-based pharmaceutical giant Pfizer’s successful rollout of the Covid-19 vaccine under the leadership of its Chief Executive Officer Albert Bourla (Bourla). In March 2020, when the World Health Organization declared Covid-19 a pandemic, leaders of pharmaceutical giants worldwide were in no way prepared to find a cure for the disease caused by the novel coronavirus. On the other hand, Bourla stood up like a true leader and sought to do something to address the problem. Bourla’s huge gamble paid off. In December 2020, the Food and Drug Administration approved the Covid-19 vaccine developed by Pfizer. Pfizer was ready with 50 million vaccine doses for global distribution.

This case is intended for use in MBA/MS level programs as part of the curriculum on Effective Leadership and Decision-making, and Crisis Management.

Pharmaceutical marketing, brand protection.

It could be used with the pharmaceutical marketing students and MBA students for analysing counterfeit medicines' menace in developing countries and positioning of a disruptive technology. The case could be used for marketing consultants, Brand managers and executive development programmes to explore issues such as protecting brands through technology, pharmaceutical packaging marketing, competitiveness of counterfeit drugs, global harmonisation.

Against the backdrop of rising menace of counterfeit drugs in developing countries, the case talks in particular about an innovative pharmaceutical packaging company. The company has developed a unique security technology called non-ClonableID™ which can enable products to be authenticated throughout the supply chain, thus protecting brands and preventing misuse. Despite a promising technology, it poses challenges regarding its adoption and commercial success.

Counterfeiting as an inevitable result of Globalization has become a global nuisance and has to be dealt at global level. Brand protection could be one of the lowest cost tools for pharmaceutical companies to restore public confidence in their products and themselves. While all methods for anti-counterfeiting are known to have short lives the menace still must be dealt with. For this, companies need to deploy anti-counterfeiting strategies that set up various layers of security.

Teaching note.