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Mahindra Trucks and Buses forayed into India's commercial vehicles sector in 2005. However, they had to battle numerous supply chain challenges associated with introducing a new product (a new truck brand) in the market and to gain a noticeable foothold in the market. In this case, we attempt to align customer brand stickiness with the supply chain expectations from a new product. In particular, we deliberate how the needs of all actors in the supply chain must be met and their interactions must be accounted in developing a robust supply chain. Finally, a supply chain is successful when demand can be matched with supply and the customer's service level can be achieved.

The main objectives of this case are to provide an opportunity for case users to understand the organisational governance framework in a farmers' association and how to build an effective organisational board. More specifically, the teaching objectives of this case are as follows: to provide an overview of the functions of different types of governance structures in a farmers' association. To understand the importance of good governance practices in a farmers' association and for its stakeholders. To relate democratic theory, stakeholder theory, agency theory and stewardship theory with the governance practices of a farmers' association. To critically evaluate the board governance in a farmers' association and recommend measures to enhance the practices.

The teaching case presents the governance practices in a farmers' association in Malaysia, ZIX-PPK and the various governance challenges that emerged in the PPK subsequent to the appointment of politically affiliated directors. Prior to 2019, ZIX-PPK was an outstanding PPK under the helm of the General Manager, Khadijah. The PPK had continually been recognised as an exceptional and excellent PPK by the Farmers' Organisation Authority and the Muda Agricultural Development Authority. However, the Arahan Pendaftar Bil 1/2019 required changes to the governance structures of ZIX-PPK, with five new directors being appointed by the minister. The appointment threatened the independence and autonomy of ZIX-PPK and affected the dynamic of the board of directors. Khadijah had to search for measures that could improve the board governance in ZIX-PPK. The names, in this case, had been altered but the details were based on an actual event. The data were collected through interviews with key players and with reference to the minutes and other documentation of ZIX-PPK.

The teaching case can be used by students in higher education institutions at both undergraduate and postgraduate levels. The case may also be relevant for training purposes to farmers' associations and any non-profit organisations.

CSS 1: Accounting and Finance.

Teaching notes are available for educators only.

Kolkata Port (KoPT) had achieved a turnaround from having made a loss of Rs 7.5 crores (cr) in the year 2000–01 to a net surplus of Rs 465.1 cr in the year 2006–07. A variety of initiatives had been taken during the intervening years with a focus on tariff rationalization, revenues from alternate sources, infrastructure development and productivity improvements. While these had yielded results, there was a fundamental issue of operational complexity and inability to compete due to the locational disadvantage. KoPT was a riverine port with two locations, 232 kms and 115 kms upstream on the Hooghly with draft limitations.

Two significant studies having implications for future strategies of KoPT had recently been submitted in March and November 2007. The top management of the port, including the Chairman who was responsible for driving many of the initiatives, was concerned that it may not be possible to achieve long term sustainable growth continuing with the strategies used so far. A well thought out future roadmap, breaking away from the present thinking, was essential sustained growth.

Molly Madziva, who was born in Zimbabwe, was sent by her family to the USA to attend college. When she graduated in 2000 there were no jobs for her in Zimbabwe, as the economy was among the weakest in the world. While working as a software engineer at Bell Labs in New Jersey she decided that she wanted to help the people in her village of Macheke, the majority of who were farmers. Her idea would be an ambitious one. Molly called this the Macheke Sustainability Project. Molly met with various stakeholders who had an interest in the project. Following a thorough situation analysis and the formulation of a list of strategic initiatives, the major decision that she was left with was how to most effectively go about handling the implementation of the project. Her options included: a project within the Institute for Global Understanding at Monmouth University where she was enrolled as a graduate student; a non-profit business located in the USA; a non-governmental organization (NGO) located in Zimbabwe; and a private business in Zimbabwe. Each of these options had clear benefits. Molly was torn, however, as to which she should choose.

The case deals with an ethical dilemma of an entrepreneur. Chandran, a qualified contractor, had secured an electrical contract from a premier government organization. It was a turnkey project to be executed in a given period of time. In the process of work, he comes across major problems. He could not abandon the project or compromise on his moral values. He wanted a way out to salvage this project that was slowly slipping from his control. This case examines the ethical issues that confront small businesses, employees, suppliers and key stakeholders of every organization and explores the mindset of participants, their personal values and their decision making rationale. The participants get an opportunity to identify with the difficult choices a business situation may throw when ethical mindset clashes with the decision making process.

Entrepreneurship, new venture management, new venture planning.

The case involves various issues within entrepreneurship and the new venture management field such as business model, SWOT analysis, Pros and Cons analysis and challenges faced during the idea commercialization phase. Thus, this case can be used for covering multiple perspectives related to entrepreneurship and new venture planning. This case is useful for discussion in a session on opportunity recognition at ideation stage. This case is also ideal to teach the “Business Model Canvas”, which is fast gaining centre-stage for modern enterprises. The case also covers issues within strategic management such as what actually constitutes a strategy.

The case is based on a field study and primary data collected by interviewing the co-founder of the portal www.drivers420.com. This case describes a situation in which Malkit Singh Bal (Bal) Partner of Bal Road lines shares with Mr Amarpreet Singh (Singh), who was about to be hired as a consultant for Bal Roadlines, information regarding the rise in fraud and crime carried out by fleet drivers and asks him to help him find a solution to the problem.

Prepare a “Business Model Canvas” for the successful operation of business by identifying intended customer segment, value proposition, cost structures and revenue streams. Conduct “Pros and Cons” analysis for starting a business. Conduct “SWOT” analysis for starting a business. Understand what actually constitutes a strategy and understand the five elements constituting strategy.

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.

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.

Teaching notes are available for educators only.

CSS 11: Strategy.