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The purpose of this case is to introduce the topic of socially responsible investing from both the investor and investee perspectives. The students will walk away with an understanding of 1) how to evaluate a portfolio company on a social/environmental mission and on traditional financial criteria, and 2) what considerations should be top of mind for a social venture considering accepting an equity investment. Wes Selke is a portfolio manager at Good Capital, an investment fund created to increase the flow of capital to innovative nonprofit and for-profit social ventures that are using market-based solutions to solve problems of poverty, illiteracy, and inequality. In 2007, Good Capital is ready to make its first growth equity investment in a for-profit social enterprise and Selke is considering Better World Books as the firm's primary target. Selke must evaluate whether or not the firm is a financially sound investment and if its social and environmental missions can be preserved upon a liquidation event. If Good Capital proceeds with the investment, Selke must also rework some of Better World Books' current procedures, including fine-tuning the philanthropic giving strategy that is the main component of its social mission.

To expose students to both the investor and investee perspectives in social venture capital (SVC) deal ensuring they understand the criteria that must be considered when evaluating a potential investment in a for-profit social enterprise (investor perspective) and know what questions to ask both the investor and your organization before accepting an equity investment (investee perspective). To emphasize the importance of structuring a deal so that the social/environmental mission of a portfolio company is preserved upon exit.

The case study is based on field research and also on secondary data. A primary survey is included in the case study. Simple frequency and factor analysis as statistical tools have been used.

Family businesses, like that of Kiran Rai’s, owning a local Mom and Pop store in an emerging city were faced with a serious problem of sustaining their businesses. These family businesses countered immense competition from: their own types, i.e. from other local Mom and Pop stores within the same cities; online stores; and the organised stores.The choice of the customers to buy goods from the neighbourhood shops has remained largely as an age-old tradition in the households. With the millennials and the Generation Z (Gen Z) exposed to an array of brands, can they become the first choice of young customers for shopping for all kinds of products and varieties? Can the local Mom and Pop stores spread their wings across the young generations, particularly the Millennials and Gen Z through inexpensive social media channels? What are their growth options? How can the social media serve this purpose? The case uses the social cognition theory and the use gratification theory to throw light on the new concept of Social Shopping.

The case is meant to be discussed in courses like Fundamentals of Marketing, Digital Marketing and Retail Marketing in a 90-min session in the Post Graduate as well as in the Working Executives’ Management programmes. The case analysis will expose the students to the use of social media and its benefits to the small businesses. The students will also be able to analyse and understand the different types of Online Consumers’ Shopping Personalities. This would enable them to strategize for different stages in the decision-making processes.

The learning outcomes of this case study are as follows: to understand the concept of social commerce and how it is different from e-commerce business, to discuss the unique features of Meesho’s social commerce model, to understand concepts of entrepreneurship (e.g. addressing the gap through business, pivoting), to understand the dynamics of online grocery market and e-commerce market and to apply business strategy concepts to make recommendations.

This case study presents Meesho, an organization in social commerce in India. Meesho was founded by Indian Institute of Technology graduates Vidit Aatrey and Sanjeev Barnwal in the year 2015 to help the small business owners with online selling. It was initially launched as an app that connected local retailers to the customers. Owing to low customer interest and low profit margins, they pivoted the business to a reseller app that facilitated the individuals and small retailers to resell the wholesalers’ products (unbranded and long-tail products) to the customers on social media channels. However, the tough competition from other start-ups in social commerce and retail giants such as Amazon and Flipkart who targeted the same customers impacted their growth. After receiving a funding of US$300m, the founders were considering if they should enter the e-commerce market and directly compete with giants such as Amazon and Flipkart or extend the product line to the online groceries market and compete with dominant players such as BigBasket and Blinkit. Through this case study, the students could be provided an opportunity to evaluate a situation, apply the strategic management concepts and make a recommendation on the strategic plan.

The case study can be taught in the business and strategy courses at the graduate and postgraduate levels in business schools. It is also suitable for the entrepreneurship course with focus on e-commerce start-up and sustainability, which is also taught at the MBA level. This case study can also be used in executive development programs for abovementioned courses.

Teaching notes are available for educators only.

CSS 11: Strategy.

As CEO of not-for-profit adoption agency The Cradle, Julie Tye had taken the organization from the brink of dissolution in 1992 to a position of financial stability and health by 2007. One of the innovative steps Tye took in 2002 was to introduce an online learning venture that provided education for families preparing to adopt. The Cradle launched Adoption Learning Partners (ALP), using donated funds and government grants when possible and subsidizing the rest. The income generated by ALP grew from zero in 2002 to approximately $50,000 per month in 2007. But ALP's major market (parents preparing to adopt internationally) was forecasted to decline 50% over the next three years; the Web site was outdated; and new competitors were entering the market. ALP had built a reputation as a pioneer in adoption e-learning by providing high-quality, effective online courses. But without the infusion of at least $400,000, ALP risked losing its leadership position and, possibly, its viability. ALP needed a significant investment of time, talent, and funding. Tye had an MBA, a keen business sense, and fourteen years of experience in healthcare administration and the social services field. Even with her leadership, did The Cradle have the appetite to take on such a demanding strategy? In the end, would it be worth the investment?

Students will: learn quantitative techniques for valuing a social enterprise, which includes both economic and social value; learn alternative legal structures available to social enterprises and evaluate which structures make sense relative to various capital structures; and identify sources of capital available to social enterprises and evaluate their appropriate usage.

The learning objectives of this case are as follows: identify and understand the major challenges/problems faced by a social enterprise in promoting handicraft business; examine the value chain architecture of handicraft products; assess the role of the protagonist (Sanjay) as a social change agent in shaping a successful social enterprise; assess Sahaj Crafts' initiatives and analyze whether the key intervention/s planned/executed were required for skilling up of rural artisans and upgradation of handicraft business; know the marketing strategies for handicraft products; and understand the “strategies” which need to be applied for uplifting people's lives at the bottom of pyramid in general and for enlivening of artisans’ clusters in particular. The outcomes are as follows: examining the value chain architecture of handicraft product; understanding the difficulties and challenges of structuring a viable social business model; examining the role of Sanjay as a social change agent in shaping a successful social enterprise; and examining the model of Craft Incubation Center and design education proposed by Sahaj Crafts for improving rural artisans’ livelihood and skills upgradation.

Sanjay Joshi – the promoter and CEO of “Sahaj Crafts” (a social enterprise established in Western Rajasthan, India), an initiative to strengthen indigenous skills and mainstream rural craft products and artworks – is faced with the question of how to scale up his organization’s operations. Doing so requires that he address these fundamental challenges in terms of – how to deal with unorganized craft communities; match up product orientation to market demands; integrate modern technology / processes in craft business; combat restricted mobility of women artisans; and make effective interventions so that the artisans learn and enjoy working in the current model and solve the financial issues faced by the social enterprise. Providing effective and implementable answers to those questions is vital to Sahaj Craft’s development in attaining its mission to alleviate poverty in the region. Failing to expand operations above a critical scale may leave Sahaj Crafts vulnerable in meeting sufficient demand for contemporary craft products in the mainstream markets.

This case study is primarily suitable for post-graduate level management students to teach the concepts of designing and operationalizing a “social” business model in a social entrepreneurship module. This case study can also be used for highlighting business model innovations in the social sector of emerging markets. The case could be taught in the following academic domains: social entrepreneurship; bottom of the pyramid; social inclusion; supply chain consolidation (vertical integration in a value chain); marketing strategies for handicraft products; branding; brand positioning; cost and management accounting.

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 3: Entrepreneurship

This case was developed via primary data collected from personal (one to one) interview with the CEO and founder of Dialogue in the Dark Malaysia (Dialogue Malaysia), Stevens Chan. With Stevens’ contact, the authors also conducted personal interviews with Kaye Chan (co-founder and wife of Stevens Chan), Lynn Foo (project manager since inception until early 2022) and Dr Foo Yin Fah (academic researcher in social entrepreneurship and advisor for Dialogue Malaysia). Secondary data included reports on visually impaired context in Malaysia, Dialogue Malaysia’s annual reports and online articles. Prior to the primary data collection, the authors obtained ethics approval from the University Human Ethics Committee (Project ID: 35461).

This case narrative focuses on Stevens Chan, a blind social entrepreneur who champions the empowerment of the disabled and marginalised community. Through a social franchising model, Stevens founded Dialogue in the Dark Malaysia in 2012. As a social start-up, Stevens showcases the strengths of blind and visually impaired individuals through transformative experiential encounters and reimagining future possibilities. Although there are constant challenges in securing financial and human capital, Stevens never lacks psychological capital, characterised by hope, self-efficacy, optimism and resilience. His vision is to educate society on the power of empathy (and not sympathy) and to create a holistic experience of celebrating diversity and inclusion through an innovative discovery centre, where the elderly and the disabled community (including the deaf, mute and those with mobility issues) share their lives with the public through fun activities. However, the future of this social enterprise is uncertain, and this case invites participants to embark on this journey with Stevens to uncover future pathways for growth and social impact.

The case is tailored for higher level undergraduates and entry-level and mid-level managers of executive education programs.

The key learning objectives are as follows: analyze Mamaearth’s growth trajectory in the Indian market, illustrate the meaning of a direct-to-consumer (D2C) brand, analyze the importance of social media in building a D2C brand, analyze the challenges and advantages associated with a D2C brand, analyze growth and expansion options available with Mamaearth and evaluate the strategies for Indian start-ups in the beauty and personal care space.

In 2016, what began as a quest to find safe baby care products for the first-time parents Varun and Ghazal, turned into an entrepreneurial opportunity. The couple started Honasa Consumer Private Limited at Gurugram, which owned the brand Mamaearth. Conceived as a D2C brand for mothers opposed to harsh baby care products, it debuted with just six baby care products with exclusive online availability. For the brand to grow, it recreated the marketing mix to be perceived as a brand for all ages. The step successfully garnered a customer base of over 1.5 million consumers in 500 cities and a valuation of INR 1bn within four years of operations. In February 2021, Mamaearth became a brand with INR 5bn annualized revenue run rate and aspired to double it to INR 10bn by 2023. Though Mamaearth debuted as a D2C brand, after tapping around 10,000 retail stores, the Alaghs realized that many consumers still preferred transacting in the offline space. Alaghs decided to expand by acquiring a robust offline space in 100 smart cities in India. Would it be wise for Mamaearth to take forward their offline expansion plans? Alternatively, would an aggressive product innovation coupled with a more substantial online presence be a more sustainable proposition?

The case study is appropriate for Post Graduate Diploma in Management/Master of Business Administration level courses of second year in strategic brand management, digital marketing, integrated marketing communication and marketing strategy. The case stuudy may also be useful for prospective entrepreneurs planning to embark upon a D2C venture. The case study elaborates on the emergence, marketing and branding of Mamaearth. The case study helps students understand the meaning of a D2C brand and the growth options available in the Indian market for a D2C brand from the perspective of Mamaearth.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.

The purpose of this case is to introduce the topic of socially responsible investing from both the investor and investee perspective. The students will walk away with an understanding of: 1) how to evaluate a portfolio company on a social/environmental mission as well as on traditional financial criteria and 2) what considerations should be top of mind for a social venture considering accepting an equity investment. Wes Selke is a portfolio manager at Good Capital, an investment fund created to increase the flow of capital to innovative non- and for-profit social ventures that are using market-based solutions to solve problems of poverty, illiteracy, and inequality. In 2007, Good Capital is ready to make its first growth equity investment in a for-profit social enterprise and Selke is considering Better World Books as the firm's primary target. Selke must evaluate whether or not the firm is a financially sound investment, and if its social and environmental mission can be preserved upon a liquidation event. If Good Capital proceeds with the investment, Selke must also rework some of Better World Books' current procedures, which includes fine-tuning the philanthropic giving strategy that is the main component of its social mission.

To expose students to both the investor and investee perspectives in social venture capital (SVC) deal ensuring they understand the criteria that must be considered when evaluating a potential investment in a for-profit social enterprise (investor perspective) and know what questions to ask both the investor and your organization before accepting an equity investment (investee perspective). To emphasize the importance of structuring a deal so that the social/environmental mission of a portfolio company is preserved upon exit.

Enterprise, Strategy.

This case study is about a used car retailer in an African country, specifically Ghana. Lessons drawn from the case could be applied in societies which are highly socialised; not individualistic.

Ghana is one of the first African countries to be hooked up to the internet. However, there has been a very slow uptake of “traditional” e-commerce applications due to a number of critical factors including a legal framework, and electronic payment system. Despite these challenges, some firms are making strides to use the power of the internet to enhance their operations. For example, the case firm uses social relationships to sell its first stock of cars and to re-design its website. Other findings and lessons from this case could be applied to similar contexts.

An understanding of how society influences business operations, especially in an African or Ghanaian context. Learners can also draw lessons that could be applicable to enhancing and growing the e-commerce capabilities of offline firms.

Teaching notes.

To understand the goals and key performance indicators of online social media marketing and the primary drivers of interaction in a social community. To analyze the challenges faced by the team during the launch of the new digital platform National Bank of Fujairah (NBF) Connect, interacting with an already online present small- and medium-sized enterprise (SME) community. To analyze the concept of community marketing in an emerging country and appreciate the value of digital platforms in customer relationship management. To identify and critically evaluate insights on which ideas for marketing communication activities for NBF Connect can be built upon. To build an operational plan for NBF Connect customer engagement on online social communities.

In 2020, NBF launched a new digital platform for SMEs in the United Arab Emirates (UAE) called “NBF Connect” with the purpose of redefining banking services for the small businesses sector. The digitalization wave in the UAE was revolutionizing various industry sectors. The global banking industry was already impacted by digitalization and some banks in the UAE, especially in the retail segment (Emirates NBD, 2017), had already introduced many technology-led innovations bringing more effectiveness in the processes and better customer experience. However, the SME banking segment was lagging in terms of innovation. In 2020, the COVID-19 pandemic situation, with compulsory lockdowns and social distancing, changed the way of doing business for entire industries and increased the pressure on banks for the provisioning of new digital products. Rose joined NBF in the first part of 2020 as Product Owner of the project NBF Connect. The new digital platform was ideated by NBF to be differentiated from other banking products. It was co-created with insights from and regular interaction with the SME community. After the deployment of the first version of the platform in April 2020, Rose realized that the user adoption and commercial results were below par. Over the next three months, only a few users were using the platform with shallow interactions. This case study looks at Rose’s journey as NBF refined and evolved its SME banking platform, including developing and positioning the digital platform in the market, identifying competitive advantages and developing the right commercial strategy to monetize NBF’s investment in the digital platform’s development.

Students are expected to have knowledge of the issues relevant to marketing and communication management, product management and business development.

Teaching Notes are available for educators only.

CSS 8: Marketing