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The case is designed for students with prior knowledge of principles of management, particularly leadership theories. The case would also benefit bachelor students who already took an introductory course to leadership such as organizational behavior or graduate students who are familiar with the leadership and/or entrepreneurship literature. This case study may be used in the following academic courses: theories of leadership, leadership and leaders, organizational leaders’ roles, management skills, entrepreneurship, entrepreneurial management.

This case study may be used in the following academic programs: Bachelor’s in Business Administration Master of Science in Business Administration MBA Programs.

Kamal Reggad is a Moroccan entrepreneur who created the company Menaclick, an online business that aims to sell and promote various products and services nationally and internationally at discounted prices. Goods and services are posted on Menaclick’s website www.hmizate.ma, which means “good deals” in Moroccan Arabic. The Hmizate platform operates a daily-deals and group-buying website offering discounted deals to Moroccan customers. The deals are mainly on goods and services such as traveling, food, esthetics, shopping, high-tech gadgets and recreational events (Eco, 2013). Menaclick is based in Casablanca, Morocco, and its website www.hmizate.ma is one of the most popular websites in the country with over 40,000 visitors per day. In the past few years, Kamal has been significantly contributing to building the groundwork of the e-commerce industry in Morocco, a course that has been changing the way Moroccan customers shop for goods and services. In fact, it is because of the merits of group-buying sites such as Hmizate that over 16 million Moroccan internet users navigate the net daily to buy products and services online with ease and facility (Maroc Numeric Cluster, 2014). Kamal Reggad is a fitting example of an innate leader who introduced a new leadership style to Morocco. Kamal took a colossal risk by targeting a new and unexplored market in Morocco which is the e-commerce business; his risks have paid off. As the case explains, Kamal’s success is because of his passion, perseverance and positive attitude.

In general, the objective of the case study is to further enhance the understanding of leadership in general and entrepreneurial spirit in particular. The case study will assist students in developing their leadership-related skills through the discussion of a real-life situation and experience and propose an example of the importance of participative leadership during the launching phase of a business venture. The case is designed to provoke and stimulate students’ personal reflections about a particular management style, especially in entrepreneurship.

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CSS 3: Entrepreneurship.

This case reviews the financial performance of the Fidelity Magellan Fund up to mid-1995. In essence, the Magellan Fund has managed to “beat the market” over time under three different fund managers despite its enormous size ($51 billion at the date of the case). The tasks for the student are to assess the adequacy of this performance, evaluate its likely sources, and opine on its sustainability. The case affords the opportunity to consider the appropriateness of various possible benchmarks in a risk-return framework and to assess the reasonableness of the efficient-markets hypothesis. The case can be used in an introductory finance course to present general information about equity markets and the behavior of large, sophisticated money managers.

The case helps learn various aspects of entrepreneurship, startups and startup-ecosystem in India. It also talks about challenges that a startup entrepreneur faces that others or people potential to enter business can learn. It develops one to identify diverse and holistic solutions for overcoming these challenges. Apply and explain strategies suitable to business management.

After facing lot of difficulties in personal life, Mr Mitesh Shethwala started an e-commerce business named Alagrand.com. This Ahmedabad city-based startup for selling apparels and accessories for all age group is doing so well that the valuation of company has gone beyond Rs. 20 crores. In spite of the high valuation, company is facing problem of funds and investments. The protagonist of the company has lot of plans for growing business and taking it to next level that can happen only if he gets funds for the business. The case talks about issue of investment and funding of this startup company. The company also has issues in the area of setting standard operating procedures and marketing.

Teachers can discuss this case study for various subjects like Strategic Management, Retail Management, Digital Marketing and Product and Brand Management that are taught to the students of management courses at graduate and post-graduate levels. Academicians and students should read current information and data regarding setting up startups, investment and capital budgeting related to startups and funding methods.

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CSS 3: Entrepreneurship.

This failure case study tells the story of All World Media, a start-up offering internet-based media planning and buying tool created by ambitious Estonian entrepreneurs in 2011. A few years earlier the two founders had come up with an idea that in their opinion would revolutionize the process of media planning and buying for advertisers. They had noticed that the industry worked in an intransparent and inefficient way. Based on their own extensive experience in various internet ventures and following first consultations with key industry players they were confident that the market was ready for a self-service online media marketplace.

The (A) case focusses on the initial business idea and on the events before the launch of the internet platform. The case includes the entrepreneurs' concept, the main contents of the business plan, and the operational steps until the launch of the service on the market. The (B) case outlines the events after the launch of the online service, analyzes the possible reasons for the failure of the original business model and discusses potential strategic alternatives that are still open for the entrepreneurs.

The two-case sequence can be used for a 90-minutes session in marketing, entrepreneurship or strategic management courses in graduate and executive programs. The case is accompanied by an instructor's manual which also includes suggested assignment questions and proposed session plan.

The case study has several objectives: to gauge the evaluation of the direct-to-consumer industry in the economy of India, to analyse the competition of the brands, to ascertain the evolution of smaller direct-to-consumer (DTC) brands on the purchasing capacity of consumers, to analyse challenges in branding in Tier 2 and 3 cities and to evaluate the strategic branding decisions of Mamaearth.

During her pregnancy, Ghazal Alagh and her husband Varun Alagh, the co-founders of Mamaearth, were looking for some good and natural products for their baby’s skincare. However, she could not find products that were 100% safe. Hence, as a concerned mother, she started using a few hands-on home remedies for her baby, which were 100% organic, and then the idea clicked to her to start a baby care brand named Mamaearth, which later also included personal care products. The company started as a DTC/internet-first brand in 2016, which only used to sell products online without any intermediaries when it was still trying to make its way in the market and was aware of the stiff competition by giants such as Hindustan Unilever and Proctor & Gamble, who were ruling the market for decades. When the COVID-19 pandemic hit, the market saw a shift in consumer buying patterns. There was greater use of e-commerce touch points for shopping, as various digital platforms such as the official site of products, social media and mobile platforms were used by consumers during the pandemic, leading to digitalization in buying and digitalization of consumer shopping journey. These technology platforms were expected to play a substantial role in reaching and creating consumer awareness, transaction and retention post-COVID according to reports by Deloitte 2020. Moreover, such a shift in behaviour amidst the COVID-19 pandemic shot up sales of this DTC brand and made itself the big shot it is today, where they were looking to get into an initial public offering in just seven years of its launch. They re-evaluated their strategy, which helped them become the biggest brand in no time.

This case study is suitable for Doctor of Philosophy students.

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CSS 8: Marketing.

The case illustrates the application of the prospect theory to risk-seeking investor behavior. It also provides an example that standard valuation methods such as discount cash flow), discount divided model and price multiples are not always applicable to value a stock. The students are exposed to a real situation where investors turn risk-seeking. The case offers insights into why irrational investors are attracted to risky assets and their probable socio-demographics.

This case illustrates a case when investors become risk-seeking and how the prospect theory explains the investors’ risk appetite. Energy Earth PCL is a coal importer and distributor incorporated in Thailand. Its shares had been suspended for trading before the Stock Exchange of Thailand allowed temporary trading in July 2019. A series of unfavorable events leading up to the temporary trading period suggest that the company’s financial health was severely distressed. Its book value was presumably negative and its going concern was threatened. However, investors still bought the shares with the hope of hitting the jackpot. The case presents an example of the psychological aspects of humans when investing in a stock market. With an application of the prospect theory, irrational risk-seeking behavior explains the motivation to invest in risky stocks.

Introductory finance course.

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CSS: 1 Accounting and Finance.

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.

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CSS 3: Entrepreneurship.

The case is aimed at providing students with an opportunity to understand various aspects of corporate governance and the consequences of poor corporate governance. The case addresses the following objectives: The students need to assess the role of the board in implementing corporate governance. The students should be able to explain the conflicts experienced by various stakeholders in an organization. The students need to evaluate the balancing act of growth and governance in a startup. The students should be able to determine the current state of business sustainability of the high-growth startups in India.

The case presents the challenges faced by the CEO of BharatPe, Suhail Sameer. Beginning in 2022, Bharatpe was in deep trouble as there were allegations of financial mismanagement, toxic work culture and widening losses. Co-founder Ashneer Grover and his wife Madhuri had to leave the company following charges against them. As Grover was the face of the company, Sameer would have to quickly act on filling the void and reassuring investors. Because of the uncertainty, scores of employees had already quit or were looking for other jobs. Questions were also raised about the board’s inaction and lack of proactive measures. After a meteoric rise for three years, BharatPe was struggling to survive the whole episode and put its focus back on business.

The case is intended for MBA students in corporate governance, organizational behaviour, business ethics and strategic management areas. As the case reveals the impact of poor corporate governance, it can also be used for executive training purposes on corporate sustainability, governance and leadership with a special focus on Indian startups.

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CSS 11: Strategy.

The learning outcomes of this case are product innovation, the importance of consumer insights and data in marketing and the role of consumer insights in brand revival.

This case study is a fascinating look into how the shift from music compact disc (CDs) to streaming has completely changed consumer behavior. This change in attitude led many music labels down one of two paths as follows: shutting down the business or embracing new business models. The case study aims to bring out essential learning from a company, Saregama, that was on the verge of shutting down because of the losses incurred with the shift in consumer behavior from buying music CDs to streaming music for free on every smart device. This shift led most record companies to become shuttered. However, not all were as fortunate as Saregama, who threaded its way toward profitability. This case analyzes how Saregama turned from a loss-making business unit into a profit center by launching a breakthrough product backed by innovative thinking and strong consumer research. The researcher opted for secondary research based on reports from Deloitte and McKinsey & Company and other credible sources to understand the music streaming market in India. The study also includes excerpts from the interview of Vikram Mehra (MD of Saregama India Ltd.) to various media houses and customer reviews on e-commerce sites.

The case is relevant for learners studying for an undergraduate or graduate program and for discussions for modules such as marketing management and international marketing with a focus on product development and strategy. Applicability the case will provide the following exposure to the learners: the difference between corporate and marketing objectives; Using frameworks such as valuable, rare, inimitable, and organization and SAP-LAP to understand the rationale behind strategic decisions; An understanding of the importance of listening to consumers; Using the right marketing elements such as segmentation, targeting and positioning and marketing mix for a competitive marketing strategy.

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CSS: 8 Marketing.

Upon completion of this case study, students should be able to apply lessons learned in core readings, analysis and discussion to a specific case study dealing with a current, real-world situation, specifically: critically assess Livestock Wealth’s case facts and present and justify their point of view – based on attentive reading, critical analysis and engagement – about the company; use a range of strategic tools such as strengths, weaknesses, opportunities and threats analysis, PESTLE analysis and the Ansoff matrix to thoroughly evaluate Livestock Wealth’s internal and external business environment for developing strategic options for business growth and improvements to marketing strategy; use strategic thinking to develop a range of creative solutions to guide the company’s business growth and improvements to marketing strategy; and assess their own growth and development in terms of personal preparation and organisation, collaboration, critical thinking, decision-making skills, participation and problem-solving.

By February 2022, Ntuthuko Shezi, the founder and chief executive officer of Livestock Wealth, had turned his idea of “crowd farming”, which enables anyone to invest in living farm assets and earn a profit at harvest, into a full-fledged business that was creating wealth for both investors and farmers. Underpinning this case study is Shezi’s vision of an African continent where there is “no ground that is not planted with something of value”, local economies are created in those areas, communities are wealthy, there is abundance, there is money for children to attend school and ultimately where “cows (and agricultural produce in general) are seen as money”. Shezi had grown up in a rural area with grandparents who owned a couple of cows, realizing that the cows were the bedrock of the family’s finances. Describing his business, he says, “Cattle are like a walking bank, and we see ourselves as the bank of the future, where every person who owns a cow can access financial services through Livestock Wealth, just like it has always been in Africa.” This case study describes the two key decisions that Shezi needed to make – what direction to take in terms of business growth and how to improve his marketing strategy (with a limited budget) to attract sufficient investment into Livestock Wealth to make his dreams a reality.

This case study is suitable for use for a post-graduate diploma in business, master of business administration or master’s in management.

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CSS 11: Strategy.