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The paper has the following learning outcomes: to understand the historical and geographical aspect of Pakistan vis-à-vis other countries of South East Asia and the world; to be able to understand the different marketing strategies of the tourism company; to gather the knowledge of many unknown facts which remain out of sight and hardly surface; to boost economy if its facts and figures are given due weight age and followed with true letter and spirit; and to give a big boost to an industry which remains mostly dormant for many decades. The ratio analysis of service sector is explained. How finances can be arranged in shortest time and generates profitability for the company is also discussed.

The study provides an overview on the following topics: lack of interest by the Government in promotion; training of tour operators and guide; and managing the expected income from this industry. This study makes the masses aware that how much potential exist in the field of tourism in Pakistan. How the tour operators find huge potential in all segments of tourism and how the big force of trained manpower can be formed and creates employment. Service sector mostly run on equity finances because of lack of collateral, how efficiently they manage the finance for the business year. It gives details of extensive marketing strategy, the huge profit margin in foreign currency and cost volume profit systems of tourism companies.

BBA, MBA and MS.

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CSS 1: Accounting and Finance.

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 looks at the Sethusamudram Shipping Canal Project from its inception in the year 1860 to 2012 when the Pachauri Committee was about to submit a report on the latest canal alignment (4A) as suggested by the Supreme Court. It takes the reader through a series of developments starting from the initial proposals and alignments to formation of Sethusamudram Corporation Limited and highlights the impact of National Environmental Engineering Research Institute Report, Tsunami Detailed Project Report, and Subramaniam Swamy Report on various issues including environmental, political, religious, security and legal. The case brings out multi-dimensional aspects involved in an Indian infrastructure project and gives both students and the faculty an opportunity to explore the complexities faced by the Indian decision makers in today's context.

This corporate strategy case shows how PepsiCo stopped worrying about competing with Coca-Cola, figured out what its real business was, and decided how to build its future. Redefining itself as a beverage and snack business, PepsiCo sheds its restaurant business and acquires Quaker and Tropicana. By rethinking the synergistic relationship between the complementary, combined strengths of the merged companies, it strategizes to develop innovative products that will compete in a changing demographic, cultural, and geographical world. Will this strategy work in an increasingly competitive environment?

Operations management, purchasing and procurement management, inventory management and supply chain.

Introductory courses in Operations Management; MBA level and final year undergraduates in management. Masters level in purchasing/procurement management, inventory management and supply chain management.

The case deals with strategic purchase decision of a basic raw material used in ketchups. Ketchups represent 15 per cent of annual sales at National Foods. Mohammad Iqbal, Head of Supply Chain at National Foods, is confronted with the decision of buying tomato paste for fiscal year 2007-2008. He needs to decide how much paste to order from National Foods' supplier in China and when. He has the demand forecast for the paste for 2008 available to help him make the decision.

The case will introduce the students to issues in strategic buying of a basic raw material that is crucial to production. The case is not designed to teach just the basic concept of trade-off between inventory holding and stock out cost. The students should bring these basic concepts of operations with them to understand how these concepts are combined with knowledge of other disciplines to tackle a complex raw material planning issue. Students learn how to plan for the purchase of a perishable yet important raw material for an organization.

Teaching note.

Human Resource Management and Business Strategy.

Postgraduate.

The case provides a holistic perspective of organizational transformation, management of change impact on employees and leader behavior. The challenge at Govind Milk and Milk Products Pvt. Ltd. a mid-size company, in the dairy industry was to transform itself into a pan India and global company from a regional organization. The case study outlines how the organization took on the transformation journey under a strong leadership and managed change by focusing on creating a brand, implementing technology and creating a culture of meritocracy. Having made the successful transition from being a family run business to a professionally managed company and having built significant internal capacity the big question is – Can the company strive and thrive in the VUCA business environment?

To highlight the process and management of organizational change. To highlight the role of leadership in the process of organizational change. To understand how the environmental factors or the VUCA environment impacts the performance of an organization. To highlight internal capacity building as a strategy to deal with the VUCA environment.

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CSS: 6: Human Resource Management.

This case enables students to understand the nature of a typical crisis and manage a crisis drawing insights from the protagonist handling of the crisis and from the various crisis management models in the literature. The rich description of the impact of COVID-19 pandemic on the world in this case enables students to understand the nature of a typical external crisis. The critical appraisal of the protagonist’s plans and actions to overcome the crisis enables students to appreciate the various crisis management frameworks or models. In addition, students get perspectives about the leadership skills and competencies required during a crisis. In this way, students will not only learn about the theoretical concepts related to the crisis but also the practical know-how to effectively handle the crisis.

This case study describes the functioning of the International Delhi Public School (IDPS) Akhnoor, Jammu, and Kashmir, India, through the COVID-19 global crisis. The IDPS academic operations were disrupted because of the COVID-19 global crisis in March 2020. The protagonist, KCS Mehta, the school principal of IDPS, faced with the crisis, takes various steps to ensure the smooth transition of school’s academic operations from the physical mode to the online mode. This case explains the nature of an external crisis that completely crippled the organization’s day-to-day operations and how the organization’s leader tried to manage the crisis to revitalize the organization’s operations. The case can be used for teaching of alternate Models of Crisis Management and Change Management.

The case is developed to teach the courses of Executive training programs and MBA programs in business schools.

Teaching notes are available for educators only.

CSS 11: Strategy.

After decades of successful expansion, The Reader's Digest Association's products were mature. With an average readership age for the flagship Reader's Digest magazine of 50.3 in 2004, efforts to develop new products had so far failed to entice a significant number of younger customers. Following a financial downturn in 1996, positive financial results remained illusive. Several major changes instituted by Thomas O. Ryder, CEO since 1998, including acquisitions, re-capitalization, restructuring and systematic re-engineering of the corporate culture, had proven mildly successful, but RDA, as well as the entire publishing industry, faced a persistent decline in profitability. Could RDA fulfill its stated mission to create “products that inform, enrich, entertain and inspire people of all ages and cultures around the world”, and could it do this by continuing to rely on the 80-year old Reader's Digest magazine?

The case concerns introductory marketing management.

This case is suitable for MBA students.

The case explains the current situation encountered by the airline industry in India. This case gives the reader a detailed picture of the reasons for the growth and the subsequent troubles faced by the Indian aviation industry.

The case is aimed at helping the students to analyse a marketing situation both from a macro-economic point of view and from an individual company perspective.

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The case describes the international problem of money laundering and summarizes U.S. bank regulations aimed at reducing money laundering activities. The introduction of H.R. 3886 in 2000 was one in a series of attempts to formalize U.S. banks' monitoring of their customers. The bill was prompted by a government report that named and criticized U.S. banks for laundering billions of dollars linked to drug trafficking, fraud, and organized crime. Interest groups in favor of H.R. 3886 were predominantly law enforcement agencies that viewed current anti-money laundering laws as ineffective. Groups opposed to the bill included the American Civil Liberties Union, which believed that the collection of more information about bank customers' activities was an invasion of privacy, and the American Bankers Association, which claimed that the legislation would impose unnecessary costs on banks. The case can be used to introduce the distributive politics framework for analyzing non-market issues and formulating nonmarket strategies in the context of government institutions. The epilogue reveals that H.R. 3886 died before it ever reached the House floor, but that an expanded version of the legislation ultimately passed---with the support of stakeholders who originally fought it---as part of the USA PATRIOT Act after the terrorist attacks of September 11, 2001. This stance reversal provides an opportunity to explore how events, public opinion, and the media can create windows of policy opportunity

Utilize a framework for analyzing options for non-market action – Formulate a strategy for nonmarket action – Recognize how public opinion influences the opportunity for non-market action through events and/or new information, political actors, media coverage, and policy windows