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The case describes the strategy of a large Indian Public Sector Bank (PSB) to enhance financial inclusion and financial literacy of less privileged people located in poorly accessible parts of India. While pursuing the developmental objective ‘imposed’ by the Central Bank/government, being a listed entity, the PSB had to be mindful of the financial viability of the strategy so as to protect the interest of its minority shareholders. The issues covered are endemic to most developing countries where public enterprises often become instrumentality of the state.

After reading and discussing the case, the participant would be able to: comprehend the ethics in marketing strategies that were displayed by an entrepreneur in the challenging times of the Covid-19 pandemic; appreciate how the marketing was executed in a socially responsible manner through digital means when there was a conflict between the business and the social interest; and understand how the innovative services or products can be developed that turn the trouble into an opportunity. The case shall also enlighten the students on how to create suitable marketing messages in digital times. The purpose of this paper is to let the students appreciate how they can carry out marketing efforts for a business while keeping customer needs and aspirations at the core, how the marketing campaigns can be designed and executed in a socially responsible manner and how the product portfolio can be suitably altered to make it more valued to the customer. After reading and discussing this case, the students will also be able to appreciate that it is important to identify and address the customer’s pain which may be stated or unstated by the customer. The case intends to teach students how to identify and reap the opportunities that get created from time to time and to make them appreciate that businesses can contribute significantly towards societal gains by committing minimal resources.

The mainstream marketing discipline focuses on excessive consumerism as opposed to the concept of “socially responsible marketing” which advocates that business initiatives should be supported by ethical considerations. The coworking industry was one of the worst affected industries by the pandemic since their customers started working from their homes during and post the lockdowns, leading to a loss in revenues. The protagonist in the case had a strong belief that the business interests would be secondary to the overall interest of society, and therefore, he advised the customers on how they could work productively, safely and stress-free from their homes. As the lockdown was un-eased, the marketing campaigns were launched and executed in a very ethical manner, while designing innovative service offerings were designed.

The case is relevant for the students pursuing undergraduate and graduate studies in the field of business and management.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case provides an opportunity to identify and discuss issues in sustenance of an incumbent's strategy in the changing environment. The context is the practice of Nadi Nidan (pulse diagnosis) and treatment of disorders based on this according to Ayurveda, the ancient system of Indian medicine. It describes the functioning of Bharadwaj Aushadhalay, an Ayurveda clinic run by Vaidyaji since 1955 and presents the history of the clinic, the process by which Vaidyaji learnt the practice of Nadi Nidan, the profile of the patients, the mode of treatment, restrictions imposed by Vaidyaji on the patients, their response and competitive pressures on the system. The case also provides a brief sketch of Ayurveda, its principles, currents trends in the education and research in Ayurveda, and recent advances in diagnostic tools and techniques. The case can be used in courses of Strategic Management in the module on Strategies for Sustainable Competitive Advantage and Knowledge Management.

The Constitution of India guarantees freedom of speech and expression to its citizens. This freedom is not absolute and the State can impose reasonable restrictions. Of late, certain incidents have shown this freedom to be under threat. The case highlights some of such events. It makes the readers think about the importance of this right, reasonableness of restrictions, and the measures needed to protect it.

Appreciate changing contours of business to business (B2B) purchase and how sellers should adapt their selling style and promotions.

In the past two decades, imaging Goa (IG) and Azim Shaikh had weathered many business crises. However, as the COVID 19 pandemic unfolded, he became aware of critical fault lines in his B2B selling model. IG offered customised digital display solutions, but its primary source of revenue was B2B selling of interactive flat panel display (IFPD) devices. It, respectively, controlled about 35% and 3% of the market share of IFPD sales, respectively, in Goa and western India. IG’s success in the B2B segment was because of Shaikh’s ability to build strong relationships and customised solutions in an emerging market context. To deal with the COVID pandemic, the Indian Government had imposed a country-wide lockdown, which forced organisations to adopt work from home. This, in turn, created a pull for IFPDs. Yet, very soon Shaikh realised, in the new normal, there was a growing mismatch between his selling efforts and outcomes. Though overall revenue had not fallen much, but the veteran seller had started doubting his tried and tested relational solution selling model. Case dilemma involves the selection of appropriate selling approaches e.g. solution, insight or tiebreaker selling for different situations. This case also offers an opportunity to discuss, how to use online channels to complement B2B selling.

This teaching case study is suitable for the graduate-level programme in marketing management.

Teaching Notes are available for educators only.

CSS 8: Marketing

Aster Retail (AR) is the retail pharmacy division of the Aster Dr Moopen's Healthcare (ADMH) Group. The group delivers healthcare services across the Middle East, India and the Far East, with a portfolio of hospitals, clinics, diagnostic centres and retail pharmacies. AR, under the leadership of Chief Executive Officer (CEO) Jobilal Vavachan, is well known for its people-centric approach, unique culture and innovative human resource (HR) practices. AR has won multiple awards for HR practices, service quality and business performance. In a recent corporate restructuring (2018), “Aster Primary Care” was carved out by combining the group's Clinics and Retail businesses. This case discusses the evolution of AR's HR journey and the challenges associated with integrating culturally diverse businesses without compromising the values of ADMH and its promise, “We'll Treat You Well.”

This case describes the events following an incident of a rape in a taxi associated with Uber, by its driver. Uber was an application based taxi operator. The events raised several issues for government systems and processes, such as need for regulation of new formats of business like application based taxi services, integrated databases, checks against forgery and holistic approach towards women safety. The case also brings out how an e-commerce business raises regulatory concerns.

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.

In 2015, NESTLÉ India underwent a major crisis as the product which contributed to nearly 30% of its sales had to be taken off the shelves. Maggi—the go-to convenience food for all generations (especially kids and young adults)—which had entered the market in 1983, was banned. With a market share of 70-80% before the ban, NESTLÉ, which got the ban lifted in November 2015, had to undergo the task of winning back the lost market. Over a period of 8 months after its relaunch, the brand regained about 60% of its market back, but the question is how could such brand disaster be avoided in future? The case revolves around a major brand recovering from a brand disaster, and whether they did it well enough or could the situation have been managed better. It also enquires as to what road should be taken forward from here. It notes the action taken by the government against the brand and leaves it to the judgment of the readers if the actions taken against the brand were a little too harsh, solely because MNCs are usually considered a soft target in India. The readers must also understand and analyse the different brand relaunch strategies that were adopted by NESTLÉ and the next steps that should be taken by it.

Ashutosh Sinha is managing VIMPL as rural distribution business involving Villgro stores and village level entrepreneurs (VLE). After spending two years in evolving the business model which provides sustainable products to improve rural livelihood, he has recently started selling FMCG products through VIMPL network. As he decides to expand the business, he has to make choices about strategic path of horizontal expansion versus vertical expansion. The expansion decision is also linked with choosing the right type of VLEs. The case provides detailed description of VLE operations and examines the challenges in building last mile delivery models using entrepreneurs.