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On May 27, 2020, a blowout occurred in Well No. 5 at Baghjan (Assam); the well, owned by Oil India Ltd., caught fire on June 9, 2020. For almost five and a half months, the company tried to douse the 200-foot high flame but failed to do so. Finally, on Day 173, Oil India Ltd succeeded in capping the well. Biswajit Roy, Director (Human Resources and Business Development), was tasked with investigating the nature and cause of the crisis. Roy pondered on the nature of the crisis: Had it been purely technical or stakeholder-induced? What had led to the chaotic condition? Could things have been done differently?

Incorporated on February 18, 1959, Oil India Ltd. (OIL) was a leading public sector oil and gas company involved in the exploration, development, production and transportation of crude oil and natural gas in India. Since its inception, OIL had committed itself to being a socially responsible organisation in and around operational areas, particularly the north-eastern state of Assam where 90% of company operations were concentrated. Despite many successes, the “People's Company” continued to be a target for disgruntled local and student communities who frequently created operational hazards for the firm—from sit-ins and blockades to pilfering and disrupting production facilities. No less than 400 organisations, of which 50-60 had been consistently active, were currently in the forefront of demanding something from OIL. Many of these demands were beyond the purview of OIL's CSR policy and focus areas. Additionally, being a Public Sector Undertaking (PSU), OIL also faced multiple demands from the government. On February 16, 2019, news arrived that there was yet another blockade in Duliajan, Assam. What should OIL do to address and possibly mitigate operational interruptions?

This case deals with several types of uncertainties faced by project team in an oil company north east in India. These challenges and uncertainties are in the areas drawing approval, supply chain, critical equipment availability, soll type, control room, soil type, employee availability, environmental clearances, safety and wildlife clearances. This project demonstrates the ownership issues, why it is difficult to complete a project on time in the Northeast of India or why public sector project gets delayed.

Strategic Management.

MBA, Executive MBA.

This case deals with Harsh Mariwalla’s struggle to develop an innovative company from scratch. The journey of innovation is not an easy one. Marico was forced to compete with multinationals in many markets where it operated. Constant pressure from rivals has made the company develop a new innovative business model, which is expected to generate profitability and sustainable competitive advantage.

Students will be able to appreciate the business models, understand the competitive moves by rivals, understand strategy formulation and implementation, understand product innovation and competitive advantage and understand the ability to tackle competition with innovation.

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.

In 2014, PZ Wilmar announced a new oil palm business worth $650 million in Cross River State, which would aggressively expand Nigeria’s palm oil production. In July 2015, a year after the plan was announced, a report jointly released by Friends of the Earth US and Environmental Rights Action Nigeria alleged that Wilmar was not complying with Nigerian laws, and accused them of human rights violations, environmental destruction, fraud, and land grabbing. The multifaceted nature of the “Cross River State crisis” permits “close-ups” from different vantage points to analyze the economic, environmental, social, and governance implications of palm oil expansion from a corporate sustainability perspective.

The case was researched utilizing secondary data, all materials are readily available to the public. There is no disguise of any actual person or entity and no relationship between the authors and the organizations or individuals mentioned in the case.

The case is best used at graduate level. It is very well suited for a MBA-level sustainability, business and society, or corporate social responsibility, or business ethics courses.

The case is grounded on the stakeholder theory, yet offering a fresh perspective, leveraging on the uniqueness of the Nigerian context. The authors argue that, while the assessment of the stakeholder salience of environmental groups operating in Nigeria might be different vis-à-vis other countries with sounder institutional environments, the normative question on whether the company should address these claims persists. The authors also draw from the social movements literature and bring forth the idea that the characteristics of the Nigerian context may jeopardize the prospects of success of adversarial tactics such as the issuing of lawsuits and extensive media exposure, which have been deemed effective elsewhere.

The learning outcomes are as follows: to analyze the multidimensional and complex crises, and market stature of a company that was a market and industry leader in a developing country; to evaluate and interpret the outcomes of decisions pertaining declining profits, outstanding receivables, branding, marketing and radical reforms to overcome the challenges of sustainable growth, customers and employees’ loyalty, market stature and leadership crises; and to design strategic solutions for sustaining its leadership position and combating severe challenges.

The purpose of this paper is to ponder upon various crises that Pakistan State Oil (PSO) was facing, so that learners can critically analyze, assess and design strategic solutions for it. PSO was the state-run market leader in the petroleum industry. The company had been struggling to combat multiple types of turmoil at a time. Its huge fund of receivables was blocked in circular debt that caused the company budget constraints and deficits. Due to a government policy shift, the demand for its furnace oil substantially reduced and profits plummeted. The countless internal and external crises posed severe menace to its competitive position vis-a-vis its rivals. This qualitative case study garners data from eight interviews from senior managers in the petroleum industry and adds content analysis technique to acquire pertinent data from renowned media sources and subsequent analysis. The drastic crises left PSO with dearth of funds and declining profitability. Consequently, due to limited marketing budget, creativity of its marketing team for devising effective marketing programs to raise market share was compromised. PSO underwent the issues of brand sustainability, sustainable growth, customers and employees’ loyalty, and market stature to financial and leadership crises. However, despite limitations, it still enjoyed a market leadership position among its rivals in the industry by occupying more than half of the chunk of market in the petroleum industry. This is a unique case study of a state-owned giant company facing multidimensional menaces. It offers tremendous learning opportunities for students who can devise creative strategic solutions and link theories and models with practice.

Graduate (MBA), MS, PhD (management and administrative sciences); Suitable for teaching in chapters: Anywhere but ideally near the middle or end of the above courses.

Teaching notes are available for educators only.

CCS 11: Strategy.

The case is intended to be used by post-graduate students of Management in the courses of Marketing Management and New Product Management. This case may also be used in other courses like Consumer Behaviour and Strategic Marketing.

Indian fast-moving consumer goods (FMCG) sector set to reach an astonishing INR165.62 trillion (US$3.6 trillion) by 2012 gave a tremendous opportunity to Hindustan Unilever Limited (HUL) to establish its footprint in all consumer packaged products. Dove, a brand of HUL, primarily catering to the premium segment of the market, launched Dove Elixir Hair Oil in November 2012 priced at INR185 (US$3.41) for 90 ml. This was five times higher than any other light hair oil in the market. The case brings out facts that describe market situations at that time and questions if a substantial market at higher end, for Dove hair oil, was available.

This case has been documented to help students understand the concept and applicability of brand extension strategy. The students shall learn the dynamics of this strategy in the market by answering the following questions: What are the factors that contributed to the growth of FMCG market in India? Evaluate HUL's decision to extend the brand Dove into other product categories? Was the market for Dove hair oil available at the higher end? What strategies should Dove use for its hair oil?

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

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “British Petroleum, Ltd.” (UVA-F-1263). One-half of the class prepares only the British Petroleum (BP) case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

This case is one of a pair of cases used in a merger negotiation. It is designed to be used with “Amoco Corporation” (UVA-F-1262). One-half of the class prepares only the Amoco case, and one-half uses this case. BP and Amoco are considering a merger, and are in the process of negotiating a merger agreement. Macroeconomic assumptions, particularly forecasting future oil prices in an uncertain environment, and assumptions about Amoco's ability to reduce exploration and production costs make Amoco's future cash flows difficult to predict.

Atlantic Basin Refining, Inc. (ABR), a Virgin Islands company located on the island of St Croix, reached a tentative agreement with Hess and Petroleos de Venezuela SA to purchase the two companies’ joint venture, Hovensa, LLC in November 2014. Hovensa operated the large St Croix oil refinery that had been closed since 2012, but the deal required approval by the Virgin Islands Senate. Although reopening the large refinery would generate a significant boost to the local economy, past operating losses, and financial and legal issues associated with Hovensa, raised concerns about the feasibility of ABR’s proposal. The case is set in late 2014 as the government is working to ensure that the decision to allow ABR to purchase the refinery reflects the long-term interests of the Virgin Islands.

The case was researched using secondary data and all materials are available to the public. This was necessary due to the ongoing legal battle concerning the refinery’s sale. No disguises of people or entities were used. Frequently cited sources include government and court records, newspaper articles, and internet sources.

The case is most appropriate for undergraduate courses in management or finance where capital budgeting decisions are analyzed.

The case draws on literature related to capital budgeting and management.