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The case focuses on the following theoretical basis: • conflict management and its resolution; • multiculturalism and workforce diversity through the lens of Hofstede model; and • the Policies, Legal, Universal, and Self model of ethical of building an ethical organization.

Field study with the leadership team as well as with the key talent (people).

Conflictorium, situated in Ahmedabad since 2013, is a museum which acknowledges and discusses conflict through various art forms. Since its inception, the museum has fostered values like diversity, transparency and care reflecting in how it deals with its people and finances. Now, as the museum plans to reach out to new audiences, it is confronted with a challenge to preserve its cherished values and still expand its activities.

This case study is intended for graduate and postgraduate management students.

The case concerns strategy.

This study is applicable to information system, development sector and application of technology in development sector.

Krutika Terracotta Unit is a small unit located in Bhubaneswar, Odisha (India), owned by Mr Tarun Tapan Sahoo. The organization product portfolio varies from decorative statues, pots and vessel to customized products demanded by customers. Organization is also involved in training and renting the products for traditional fairs, marriages and religious ceremony in Bhubaneswar along with order sales. The case attempts to get a close picture of the industry. The exercise of developing the vision, mission, and goals for the organization was carried out and an attempt was made to align the information system with the business objectives even though the organization does not have a very structured organogram. Using BIS will surely reduce manual work and will give qualitative output. There will be lesser hassles in management. The defined and integrated approach will also help in taking strategic decisions well. The objective is to develop and apply well-structured BIS which can be integrated with the existing system so as to develop the terracotta organization in terms of reachability and profit-making with better decision-making capacity.

To learn about the business model of a handicraft marketing organization; to learn about the processes involved in traditional art form of Terracotta; to go through the exercise of creating vision, mission, goals of the organization through mutual discussion and expectation of owner; to determine how BIS helps in achieving higher productivity in Krutika Terracotta Unit; and to get an idea about how NPV calculation and social ROI should be measured for finding feasibility of technology investment.

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Strategy.

This case can be used on a strategic management course in the second year of an MBA programme, any special elective course on the media and entertainment industry and in executive education programmes to demonstrate the application of strategic management concepts and frameworks.

The Indian film industry was the largest in the world and the seventh largest in terms of revenue. Significant number of movies were made in languages such as Bengali, Marathi, Telugu, Tamil, Malayalam and Kannada, with Hindi commanding the highest number. The film industry in Karnataka made movies in the Kannada language. The industry was plagued by a host of issues with the industry contributing just 2 per cent of the revenues and box office success rate at just around 25 per cent. The state government had set up Karnataka Chalanachitra Academy with the objective of promotion and development of the movie industry in Karnataka. The Chairman of the academy, Shailesh Singh, was extremely concerned about the poor success rate of Kannada movies and was contemplating various options of reviving the ailing Kannada movie industry.

The expected learning outcomes are as follows: application of strategic management frameworks in the context of the movie industry; analysis of industry issues from the long-term and short-term perspectives; study of different entities in the movie industry and the roles they play and their interdependence; applying learning to suggest survival strategies in an extremely competitive market; and insights into the role of government in the media/entertainment industry.

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CSS 11: Strategy.

The Wanda Case offers an overview of Wanda Group’s transition from a real estate firm in China to a global leader in the movie industry. Wanda Group, a Chinese conglomerate headquartered in Beijing, caused a major commotion in the US movie industry when it acquired AMC Entertainment in 2012. The AMC acquisition was the largest acquisition by a Chinese firm in the USA up to that time, costing $2.6 billion. Following that, a series of acquisitions had made Wanda Group the largest movie theater company, respectively, in the USA, Europe, and the World by the end of 2016. In order to fully comprehend the transition of the Wanda Group, the case begins by introducing the group’s origins and its original business model. It then discusses the challenges in the Chinese real estate market and factors that played a role in Wanda Group’s shift toward the movie industry. The authors further introduce the trends in movie theaters/production, recognized on a global scale in China and the USA, including key competitors in the industry. Last, the authors discuss Wanda Group’s global expansion efforts through major acquisitions in the USA and Europe, and the challenges that Wanda Group faced.

The case was written with publicly available information, such as newspaper articles, databases and corporate websites. The authors did not disguise any details.

This case can fulfill various learning goals in international business and strategy courses. First, this case offers detailed information about the diversification process of Wanda Group. It first diversified from real estate development into the movie cinema and production business in China (i.e. product diversification). More recently, Wanda Group diversified into the USA and Europe (i.e. geographical diversification). With the information provided in the case, students will be able to evaluate the costs and benefits of diversification strategies. Second, students can examine pros and cons of available entry modes for international expansions. Particularly, students will be able to evaluate the costs and benefits of acquisitions to Wanda Group’s international expansion. The authors also believe that this case can be used for introducing a relatively less-known emerging-market conglomerate, especially from China. Last, considering the rich information this case contains, the authors may use it as an exam case to evaluate students’ comprehensive knowledge gained from the course.

The case discusses corporate strategy, particularly diversification, the resource-based view, and institutional theory.

Jim Keyes, CEO of Dallas-based Blockbuster Inc., was facing the biggest challenge of his career. In March 2010 Keyes was meeting with Hollywood studios in an effort to negotiate better terms for the $1 billion worth of merchandise Blockbuster had purchased the year before. In recent years, Blockbuster's share of the video rental market had been sharply decreasing in the face of competitors such as the low-cost, convenient Redbox vending machines and mail-order and video-on-demand service Netflix. While Blockbuster's market capitalization had dropped 47 percent to $62 million in 2009, Netflix's had shot up 55 percent to $3.9 billion that year. The only hope for Blockbuster, as Keyes saw it, was to shift its business model from primarily brick-and-mortar physical DVD rentals to increased digital and mail-order video delivery. In Keyes's favor, the studios were more than willing to provide him with that help. Hollywood wanted to see Blockbuster win the video-rental wars. Consumers still made frequent purchases of DVDs at its store—purchases which were much more profitable for studios than the rentals that remained Blockbuster's primary business. Blockbuster had made efforts at making its business model more nimble, but the results had been disappointing, and its debt continued to skyrocket. By the end of 2009, the company's debt had climbed to $856 million, its share of the $6.5 billion video rental business had fallen to 27 percent, and its revenues had tumbled 23 percent to $4.1 billion.

The objective of this case is to discuss how different business models and supply chain structures impact the financials of the firms in the DVD rental business. In particular, the goal is to convey that the characteristics of the movie (recent/big hit or old/eclectic) affect whether it is best rented from a centralized or decentralized model. In addition, as streaming gains market share, the impact will be different for movie types and business models.

Internationalization, entrepreneurship, franchising, international marketing.

First year undergraduate students of Management courses.

This case is about a newly established fast food company that expands very rapidly in Malaysia. Growing from merely a single pushcart, the company has evolved into one of the most successful purely-local food franchise businesses with almost 100 franchises throughout the country and abroad. The company keeps on looking at bigger expansion plans abroad and eyeing the Middle Eastern markets.

After carrying out this exercise, students are expected to be able: to understand how a new business start up grows; to provide a simple illustration on how internationalization of small firms can took place; to analyze the various factors of considerations prior to internationalization; to identify the basic issues of international franchising and how the system works.

Teaching note.

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as small and medium-sized enterprises (SME) internationalizing from an emerging market.

It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses.

This teaching case focuses on the field of marketing, particularly, the situation of building a global brand as SME internationalizing from an emerging market. It is recommended for postgraduate and post-experience students, for example, in MBA programmes and executive education courses. BOS Brands provides an interesting case on the internationalisation experience of a Born Global firm, particularly from an emerging market context. This medium-sized South African business develops, distributes and markets Rooibos-based beverages in Southern Africa and Europe, with eyes on a broader global presence. The case provides insights into the strategic decisions required to successfully take a medium-sized business into competitive foreign markets without the capital and support enjoyed by many larger multinational corporations. Among other issues, BOS Brands provides fertile ground to explore the selection of target country and entry mode, overcoming cultural and physical distance, opportunity recognition and the roles of networks and innovation.

The expected learning outcomes are to: analyse the decision-making process of the internationalising SME in terms of internationalisation factors, timing and phases and evaluation of potential target countries and entry mode options and launch marketing approach; understand the complexities of marketing in a foreign cultural and business context (including cultural and physical distance); and develop alternative marketing strategies for an entrepreneurial SME to grow internationally given limited resources.

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CSS 8: Marketing.

Entrepreneurship, Innovation Management, Bringing Technology to Market, International Growth Strategy from Emerging Markets, Russia, B2B Marketing.

MBA and executive education programs, technology management programs and electives.

The case investigates the 20-years growth story of ABBYY, one of the most successful Russian technological companies in a global market. It covers the company’s roots, development of unique technology, evolution of products, market development and globalization and discusses a strategic threat from Google Translate to the company’s sustainable position and its business model.

The expected learning outcome is to discuss the key issues associated with establishing, growing and globalizing technology-driven business in an emerging market: bringing technology to market, defining customer value proposition, entering overseas markets from Russia, building partnerships, developing organizational structure to fit growth, financing rapid growth and solving “Innovator’s Dilemma”.

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CSS 3: Entrepreneurship.

Sustainable fashion.

Bachelor Degree/Master Degree, Master of Business Administration (MBA), PhD.

The case focuses on Osklen, one of the world’s first eco-fashion brands, founded in 1989 by Oskar Metsavaht. For the past 26 years, Osklen had become Brazil’s foremost sustainable luxury venture, and since 2012, under first minority and then majority corporate ownership, pursued an aggressive global expansion strategy. The dilemma of the case juxtaposes Osklen’s creative aesthetics, which leverage unique Brazilian beauty in nature and heritage, with the financial pressures of global expansion. The tension is exacerbated by the 2015 corruption scandal, which decelerated the Brazilian economy and reduced consumer spending on sustainable luxuries in Osklen’s home market; it also risked compromising the appeal of Brazilian brands elsewhere. The case explores the complex interconnections between local and global aspects of sustainability and brings forward the environmental, social and cultural aspects of brands and business to the foreground. The case also illustrates how economic crises impact brands from the initial creative inspiration to the prospects of global expansion.

Students will master tools for strategic analysis (VRIN framework and scenario planning) to a company evolving in an emerging economy. They will learn about the ways to consider and communicate sustainability. Students will be exposed to the importance of aesthetics and multi-sensoriality in business activities.

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CSS 11: Strategy

The case projects how a women-led social enterprise provides livelihoods through a digitally operated unique micro-entrepreneurship model for the rural artisans of the Indian handicrafts industry, thus bringing about social change through economic empowerment of the community.

To understand how women entrepreneurship is contributing towards livelihood generation and rural artisan empowerment in India. To understand the make-up of a for-profit social enterprise in the Indian Handicrafts Industry, its challenges and solutions through innovative business. To present the mindset and journey of a woman social entrepreneur. To present and understand the growth and scaling up of such unique social ventures. To understand a unique form of the micro entrepreneurship model being built through digital platforms.

The objective of writing this case is to bring out a case of women entrepreneurship in the craft-based industry in India. This case seeks to emphasise on the following learning themes in the area of entrepreneurship: Women entrepreneurship: trials and tribulations. Micro entrepreneurship/rural artisan empowerment. Livelihood generation and upliftment of the rural artisans and revival of dying art and crafts in the Indian craft-based industry. The novel ecommerce and data analytics experience being skilfully incorporated by small enterprises to their vantage and making both the seller’s as well as the buyer’s experience unique. The case highlights how the unique business models of social entrepreneurship through the use of technology bring the digital experience to rural India. Social entrepreneurship. The case narrates the story of a budding social entrepreneur Megha Das who is a textile designer by profession and showcases her journey towards the creation of unique digital platforms which transf

The case has been targeted to be taught in Masters level course in business management/administration, entrepreneurship, social entrepreneurship, development studies, gender studies, design, etc. Its watered-down version can also be taught in under graduate programs in commerce, business management, business administration, fashion and textile designing, entrepreneurship, development studies, gender studies, etc.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.