Learning outcomes This case can be used to highlight aspects of strategic management, with special contribution to context of emerging markets as it deals with geopolitical hurdles related to business of Multi National Corporation Nvidia in Chinese market which is an emerging market. This case study focus is on industry analysis as well as global strategy aspects of handling geopolitics. This case study highlights regulatory hurdles in emerging market (China) and competition from Chinese companies. After working through the case and assignment questions, the students will be able to: The underlined words above are consistent with verbs in Bloom’s taxonomy for the “Understand”, “Analyze”, “Evaluate” and “Create” processes, as described by Forehand, M. (2010). Bloom’s taxonomy. Emerging Perspectives on Learning, Teaching, and Technology, 41(4), 47–56. Case overview/synopsis In May 2026, Nvidia a Santa Clara based, US company had become the most valuable company in the world, with a market capitalization of $5.7tn. Once a niche player in graphics cards, it now stood at the centre of the AI ecosystem, powering large language models, data centres and autonomous systems. Yet, as demand for its latest AI chips soared, CEO Huang faced a critical dilemma. Intensifying geopolitical tensions between the USA and China had triggered sweeping export restrictions, cutting Nvidia off from China, one of its largest markets and placing billions in revenue at risk. At the same time, Nvidia’s supply chain remained heavily reliant on Taiwan-head quartered Taiwan Semiconductor Manufacturing Company, exposing it to potential disruption from regional instability. To complicate matters further, tech giants such as Google, Amazon and Microsoft who were major customers were designing their own AI chips, challenging Nvidia’s dominance. While Nvidia’s leadership position in GPUs seemed unshakable in the near term, its vulnerabilities were growing. Huang had reason to be proud but also anxious. The company’s AI chips were in massive demand, but supply constraints and geopolitical fragmentation threatened its future. How should Nvidia under Huang’s leadership respond to rising geopolitical risks and increasing competition by customers and suppliers planning own chip design in a rapidly changing global semiconductor landscape? Huang faced a critical business dilemma. Where should he focus? Compete with competitors like advanced micro devices, Huawei by having technology edge by investing in research & development (R&D) and creating AI ecosystem with proprietary software compute unified device architecture rather than just GPUs? Or diversify customer base from hyperscalers (huge datacentre customers), such as Google, Amazon and Meta, who were trying to build own chips to sovereign AI datacentres being built by Saudi Arabia, India, Japan and other countries? What should be Nvidia’s future strategy to grow in spite of Geopolitical challenges specially between China and USA? How could Nvidia secure its future in a world growing more fragmented, more politicized and more competitive than ever before? Complexity academic level This case is intended for students of management at a bachelors or master’s/Master of Business Administration level in a course on strategic management and international business. Within such a course, the case can be positioned in a module on strategy formulation, as it builds on concepts of industry analysis and competition. In international business course it can be positioned in module on geopolitics. As the case provides coverage of multiple fundamental concepts of strategy, it could also be used as an evaluation component. Subject code CSS 11: Strategy.
Learning outcomes The objectives of the case are to enable students to: Case overview/synopsis Shakti Wearables was established by Srishti Sharma in April 2022 as a private limited company with offices in Gurgaon, Noida and Delhi, with the aim of innovating a wrist-wearable smart bangle for women. Powered by a five-member team, including Srishti, the company developed a smart wearable bangle with unique features. The device could disable the perpetrator with a low current while simultaneously sending alerts to women’s emergency contacts in the event of any untoward incident.The case traces Shakti Wearables’ journey, focusing on the strategic decision-making involved in developing an effective go-to-market approach for launching a technology-driven product aimed at women’s safety. It also captures the associated challenges of understanding the market environment, assessing the need for such a product through market research, defining clear segmentation, targeting and positioning strategies and evaluating distribution channels to ensure effective reach. Complexity academic level The case can be used in entrepreneurship, marketing and business strategy courses. Subject Code CSS8: Marketing.
Learning outcomes The learning outcomes are as follows: to understand the challenges and issues associated with management succession, with a thorough consideration of the interplay among governance structure, organizational inertia and management styles of the individuals involved in the leadership transition; to evaluate how well-established corporate governance structures are indispensable for managing periods of change within organizations; to evaluate the organizational elements currently being affected by the organizational change Makaia is undergoing, using the McKinsey 7S model; and to formulate and propose the tools necessary to ensure that the transition from the founder to the successor occurs in an organized and transparent manner for all members of the organization. Case overview/synopsis In June 2006, Catalina Escobar, alongside co-founders Maria Claudia Camacho and Camilo Mondragón, established Corporación Makaia, a Colombian NGO (Miskito for “to make” or “to build”) aimed at fostering human development through international cooperation and technology. For a decade, Catalina led the organization as Executive Director, building a culture rooted in social intuition and close-knit personal relationships. By 2015, following a strategic renewal, Catalina expressed her desire to step away from day-to-day operations to focus on high-level strategy. She felt the organization needed a different type of leader to achieve “institutional maturity.” This led to a rigorous selection process, and in 2017, Carlos González was appointed as her successor. At that time, Makaia faced a paradox: increasing revenues but declining surpluses and EBITDA, signaling that a shift toward a more process-driven, self-sustainable business model was required. What began as a transition phase in 2017 evolved into a seven-year journey of transformation. Under Carlos’s leadership, Makaia achieved undeniable milestones: by March 2024, the organization had expanded its footprint to different countries, impacting over 100,000 individuals and 14,000 organizations, with financial figures showing a solid upward trajectory. However, by early 2024, the “Catalina-dependency” remained an unresolved challenge. Despite the financial success, a deep cultural rift had emerged between Carlos’s structured, process-oriented management and the team’s longing for the foundational leadership style. As Catalina reviews the 2023 Management Report, she faces a critical dilemma: the very strategies that saved Makaia financially appear to be eroding the organizational climate she spent a decade forging. The case explores the complexities of long-term leadership succession, the tension between operational efficiency and social culture and the challenge of maintaining an organization’s “soul” during a scale-up process. Complexity academic level This case is taught in specific senior management programs focused on preparing for management succession in organizations of different types. This is not only applicable to the third sector (NGOs) but also in general to all types of organizations, including family businesses. This case can be addressed as part of the MBA in the General Management course on the subject of management succession and in Executive Education programs to understand methods of preparing for succession in an organization. Subject code CSS 7: Management Science.
Learning outcomes At the end of the case study discussion, the participant will be able to: Case overview/synopsis This case explores the emerging specialty coffee market in India. It examines the opportunities and challenges for new entrants in the sector, such as issues of quality control, pricing, consumer education and infrastructure limitations. The case highlights the optimistic trajectory of specialty coffee consumption in India, juxtaposed against its relatively low penetration compared to global markets. The discussion invites students to consider whether entering this niche yet growing market presents a viable business opportunity and what strategies might be required to succeed. The case is centered on Blue Tokai Coffee Roasters (BT) – one of India’s pioneering specialty coffee brands. BT has grown rapidly, recording revenues of INR 127 crore (US$15.3 m) [1] in FY23 and INR 216 crore (US$26 m) in FY24, but with losses widening from INR 43 crore (US$5.2 m) to INR 63 crore (US$7.6 m). The company has set an ambitious goal of reaching INR 1,000 crore (approximately US$120 m) in revenue by FY27 through aggressive café expansion (80–90 outlets per year). This growth ambition, however, collides with the realities of consumer price sensitivity, low coffee penetration (3.9% in 2024) and questions of whether India’s café culture can sustain such rapid scaling. The case situates the central dilemma around whether BT should continue pursuing aggressive retail expansion or focus on preserving its brand authenticity as an artisanal specialty coffee player in the market. Complexity academic level The case study can be used in business management programs, particularly in courses such as Business Strategy, Entrepreneurship and Emerging Markets Strategy. Subject code CSS 11: Strategy.
Learning outcomes The primary purpose of the case is to enable students to learn how firms should re-strategize their businesses during crises and adopt measures for business transformation in the context of China, a major emerging market for Volkswagen (VW). During the in-depth case analysis, learners should take away the following key learning points: LO1: To develop a holistic perspective on the major business challenges faced by Volkswagen. LO2: To study the impact of different factors driving business transformation in Volkswagen. LO3: To apply some of the theories of strategy to understand the context of Volkswagen. LO4: To evaluate the alternatives and analyze their best fit for the business strategy of Volkswagen in China. Case overview/synopsis Oliver Blume, the newly appointed chief executive officer of VW Group, had just emphasized the company’s commitment to an ongoing plan aimed at transforming the German automaker from the bottom up by introducing the ACCELERATE strategy. This was aimed at expediting business transformation through digital and product portfolio transformation. Volkswagen in the post-COVID-19 era, especially in 2022, was still grappling with major business challenges in terms of cost, sales, competition, the fallout from the “Dieselgate” scandal in the backend and the race among major players toward electric mobility. In the fiscal year 2024, VW’s gains and losses in the emerging markets were uneven. Volkswagen, being Germany’s mightiest company in the automotive industry, might have had to close some of its plants for the first time in its 87 years of existence due to fierce competition from one of its highest-selling markets, China. Plummeting sales and low returns in emerging markets had played a major roadblock in VW’s growth. VW was pumping €35bn into the shift to electric vehicles and into becoming the world’s largest electric carmaker by 2025, while remaining flexible in orienting its digital transformation to the needs of emerging markets. In recounting the Volkswagen story, the case offers a detailed overview of the VW Group’s major historical developments, its current operations, the dilemmas in management decisions and the major challenges the group faces. This case study will help students understand VW’s flexible approach to digital transformation for its survival in the automotive industry. Complexity academic level This case can be taught in the area of General Management and Strategy to teach the concepts of Business Strategy and Business Transformation. It will be more relevant and better understood when students have learned the basic concepts of strategy and some understanding of business transformation. This case can be used as teaching material in various courses: Subject code CSS 11: Strategy.
Learning outcomes After completion of the case study, This case study aligns with the revised Bloom’s taxonomy (L3, L4 and L5). Case overview/synopsis Benzara E-commerce India Pvt. Ltd., a prominent organisation in the home decor and furniture industry, grappled with the complexities of talent acquisition during its expansion in India’s competitive e-commerce market. Despite using various recruitment channels, such as Naukri.com, LinkedIn, campus hiring and employee referrals, the company faced persistent challenges, including high turnover rates, lengthy onboarding times and mismatched candidate profiles. These issues hampered its operational efficiency and growth ambitions. This case study provided an in-depth examination of Benzara’s recruitment strategy, emphasising the trade-offs and performance of each channel. It invited readers to propose innovative, data-driven solutions to refine the hiring framework, ensuring alignment with the company’s goals and sustaining its competitive edge in the dynamic e-commerce landscape. Complexity academic level This case study can be used for the Master of Business Administration (MBA) students in the core course human resource (HR) management and for the courses such as talent acquisition and management, strategic human resource management taught to MBA students specialising in HR. Subject code CSS6: Human resource management.
Learning outcomes The learning outcomes are as follows: Case overview/synopsis Maruti Suzuki, India’s largest automobile manufacturer and one of the most trusted household brands, builds its legacy on affordability, reliability, fuel efficiency and strong customer loyalty. Nevertheless, in recent years, the company has faced repeated questions due to frequent product recalls across different vehicle segments. While these recalls are intended to ensure customer safety, at the same time, they trigger questions about the long-term impact on consumer trust and the strength of Maruti Suzuki’s brand image. This case study frames the dilemma through the perspective of Purvee Dhanuka, the brand manager, and Neha Tyagi, the marketing manager. Maruti Suzuki, long celebrated as India’s most trusted automobile brand, is now facing repeated product recalls that threaten its carefully built reputation. Purvee is deeply concerned about the brand’s reputation, fearing that ignoring the frequent recall issues may weaken consumer confidence. Neha, however, emphasizes sales momentum and believes that aggressive marketing can overpower negative publicity. Together, their contrasting perspectives bring forward a central managerial question: Should Maruti focus on short-term sales by leaning into its aggressive campaigns, or adopt a cautious strategy that prioritizes long-term brand trust? The case highlights the broader challenge of brand image in the face of rising competition and growing consumer concerns. Complexity academic level Under Graduate. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
Learning outcomes After thorough reading of this case, student will be able to understand and analyze the complexity of the Indian music market, the meaning of value propositions to Indian consumers and competitors’ formidable challenges. This case will help students: Case overview/synopsis A high-level strategic management meeting of Saregama India Ltd., held in May 2025, concluded that although the firm recorded growth in revenue and profit during 2024–2025, it faced significant challenges on the financial front because of intense competition, shifting consumer preferences, legal considerations, technological disruptions, piracy and monetization issues. Led by Ms Avarna Jain, Vice Chairperson since 2022, Saregama had started implementing strategic changes across five dimensions since 2024: upgrading music content, diversifying across media channels, digital expansion and licensing growth, attracting younger consumers and integration of AI technology. The leadership of Saregama recognized that in the technology-driven flat world of streaming music, sustaining competitive advantage was increasingly difficult. The process of co-creating value with consumers is no longer a linear chain. To profitably thrive, the firm needed to explore avenues for creating an uncontested market space. Historically, the music player Carvaan – a retro style device preloaded with 5,000 classic songs – had alleviated the financial pressures by successfully capturing a previously untapped segment: the non-customer segment of 35 years and above who were not actively using streaming services. The leadership team was confident that the initiatives started in 2024 would create once again an uncontested market space for Saregama, but how could Saregama delay the degeneration of the space so created? What does the firm do to stay ahead of the competition? Complexity academic level This case study can be used for postgraduate MBA students, other graduate-level management programs and undergraduate-level students. Subject code CSS11: Strategy
Learning outcomes After working through the case and the assignment questions, students will be able to do the following: Case overview/synopsis This case examines a regulatory governance dilemma faced by Ashwani Bhatia, Whole-Time Member of the Securities and Exchange Board of India, responsible for enforcement and market integrity of the capital markets in India, as he issues an interim order against Gensol Engineering Ltd., a listed renewable energy and electric mobility firm, on April 15, 2025. The order barred Gensol and its promoters from the securities market after uncovering prima facie evidence of fund diversion, misleading disclosures and extensive related-party transactions following a whistleblower complaint received in June 2024. Within days, the promoters’ other venture, BluSmart Mobility, also suspended operations, triggering broader concerns about contagion risks in the India’s promoter-led, start-up-driven ecosystem. While Bhatia’s action sought to protect minority shareholders and restore market integrity, it also raised concerns about regulatory overreach in an economy where entrepreneurial risk-taking was central to growth. The core dilemma confronting Bhatia is how SEBI should recalibrate its regulatory approach toward promoter-controlled and high-growth listed firms – through tightening regulation, strengthening enforcement or adopting ecosystem-oriented governance mechanisms–without undermining innovation and capital market dynamism. The case is designed for teaching principal–principal conflicts and governance risk management within promoter-led or family-controlled firms. Complexity academic level This case is designed for graduate-level and executive audiences with prior exposure to corporate governance and capital markets and is best positioned at the intermediate to advanced level. Supplementary material Teaching notes are available for educators only. Subject code CSS7: Management Science.
Learning outcomes Case overview/synopsis This case study examines Harsh Shah’s strategic dilemma as a mid-career regulatory affairs expert who switched from corporate leadership in the pharmaceutical and contract research organisation (CRO) sector to entrepreneurship, following closure of his organisation during COVID-19 pandemic. He established Sygnet Research Consulting in Ahmedabad in 2021, drawing on over two decades of experience in regulatory compliance, clinical trials and pharmacovigilance. The firm, which operated as a remote, solo consulting endeavour, provided regulatory counselling and coordination services to pharmaceutical firms and CRO partners. Sygnet’s lean structure resulted in a steady client base, earning revenue and predicted net profit of ₹8,000,000 in FY 2024–2025.The remote working model however brought operational and personal challenges: blurred work-life boundaries, reliance on limited client base, lack of formal HR processes and issues managing team in a virtual setting. As professional demands and family pressures grew, Shah began to consider five different career paths: remaining a solo consultant, establishing a formal office, purchasing office space, co-founding with a collaborator or accepting senior leadership roles in another city. Each option involves a trade-off between liberty, growth, financial security and personal life. The case concludes when Shah must select which course best coincides with his professional goals and personal objectives. Complexity academic level This case study is designed for second-year students in Master of Business Administration/Post Graduate Diploma in Management or equivalent postgraduate programs, focusing on entrepreneurship. It is particularly relevant for courses on small business management, remote work and emerging markets. The case can also be taught in strategic management courses due to its focus on decision-making under uncertainty. It suits both academic and executive education settings, engaging students and mid-career professionals transitioning to entrepreneurship. Subject code CSS 3: Entrepreneurship.
Learning outcomes By working through this case, participants will be able to analyse how regulatory frameworks, institutional pressures and post-pandemic constraints shape sustainability strategy in the global aviation industry; evaluate the trade-offs between cost, operational complexity and reputational legitimacy across alternative sustainability pathways for a mid-sized airline; use established strategy and sustainability frameworks (e.g. resource-based analysis, institutional analysis, stakeholder mapping) to evaluate alternative sustainability pathways and their competitive implications; and formulate and justify a coherent sustainability roadmap that balances financial resilience with long-term regulatory compliance and market credibility. These objectives form the foundation for the teaching plan (Section 7) and are directly assessed through the assignment questions (Section 8). Case overview/synopsis Set in Dubai in April 2024, this case examines the strategic sustainability dilemma faced by Ahmed Al Mansoori, sustainability director at Gulf Airways, a mid-sized UAE-based airline operating in an increasingly decarbonising global aviation industry. As environmental scrutiny intensifies, Gulf Airways found itself positioned between state-backed luxury carriers with deep financial resources and agile low-cost carriers (LCCs) built on extreme operational efficiency. The case unfolds against a backdrop of tightening international and regional regulations, including International Civil Aviation Organisation’s Carbon Offsetting and Reduction Scheme for International Aviation, the European Union’s “Fit for 55” package and the UAE’s Net Zero 2050 agenda. These developments have transformed sustainability from a reputational concern into a strategic requirement tied to regulatory compliance, market access and investor confidence. At the same time, the lingering financial aftershocks of the COVID-19 pandemic continued to constrain capital availability, heightening the risks associated with large-scale green investments. Drawing on industry benchmarks, regulatory developments and comparative evidence from high-cost carriers and LCCs, the case highlights the strategic ambiguity confronting Gulf Airways. Luxury carriers pursued capital-intensive sustainability leadership, while low-cost airlines embed environmental gains into efficiency-driven models. Gulf Airways, lacking both sovereign-backed scale and ultra-lean cost structures, must chart a pathway that balances financial resilience with visible progress on sustainability. After extensive analysis, Mansoori distilled the airline’s options into three strategic pathways: aggressive sustainability leadership, phased and adaptive adoption and minimum compliance. Each pathway presented distinct trade-offs in capital intensity, operational complexity, reputational positioning and competitive implications. As the executive board convenes, the decision remained unresolved. The case culminates in a strategic decision: whether Gulf Airways should commit to aggressive sustainability leadership, adopt a phased and adaptive pathway or limit itself to minimum compliance. Each option carries distinct implications for financial resilience, regulatory credibility and long-term competitive positioning. Complexity academic level This case is designed for Master of Business Administration-level courses in strategic management, corporate sustainability, business strategy in emerging markets and transport or aviation strategy. It is particularly suitable for participants who have prior exposure to competitive strategy, stakeholder analysis and sustainability frameworks. Subject code CSS 11: Strategy.
Learning outcomes After completing this case, students will be able to: Case overview/synopsis This case study examines the strategic dilemma faced by Cebon, a rising Algerian food company behind the viral success of “El Mordjene,” a premium chocolate spread. Cebon saw its product unexpectedly explode in popularity in France during the summer of 2024, driven by diaspora enthusiasm and social media virality. Despite soaring demand, Cebon’s momentum hit a wall: the European Union’s (EU) regulatory framework blocked formal imports of Algerian dairy products, leaving Cebon with a complex decision: should it challenge the EU, withdraw or reconfigure its market approach? Set in Algeria and France between August and December 2024, CEO Qrichi Foura must grapple with a high-stakes decision: should Cebon pursue costly EU compliance, retreat from the European market or pivot toward more accessible emerging markets? The case is designed to teach strategic decision-making under uncertainty and regulatory constraint, using frameworks such as PESTEL, value chain analysis and institutional theory. It is most relevant to sub-fields such as international business strategy, market entry decisions and non-market strategy. Complexity academic level This case is intended for final year undergraduate and master’s level students enrolled in programs such as business, management or international business, particularly within modules focusing on strategic management, international strategy, international business, international marketing and entrepreneurship. Students should have a foundational knowledge in business strategy, including familiarity with basic strategic frameworks such as PESTEL, value chain analysis and CAGE. For undergraduate audiences, the case can serve as a basis for exploring opportunity analysis, basic entry strategies and competitive assessment. For master’s level students, the case provides an opportunity to engage with more advanced business and strategic management theories and concepts, dynamic capabilities and institutional response strategies. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
Learning outcomes The target audience includes postgraduate students of entrepreneurship, social studies and management, as well as individuals attending short courses and learning programmes in social entrepreneurship and social enterprise.At the end of the case discussion, students should be able to: Case overview/synopsis Gary Hopkins believed in the power of coffee to transform people’s lives. I Love Coffee, a South African coffee roastery and shop, had grown from a bold idea into a thriving social enterprise, empowering the Deaf community through training and employment. From the outset, he believed that I Love Coffee should be a sustainable business that made an impact. Now, nearly nine years into the venture in April 2025, Hopkins, its chief executive officer (CEO), had a vision of big growth. The expansion into the UK was part of this, with Hopkins seeking to develop a social franchise model that could be replicated in other countries too. However, he faced several key challenges. I Love Coffee was not attracting the attention of big funders, and navigating the cultural, legal and banking issues associated with expansion had proven to be complicated. Designed to teach social entrepreneurship in marginalised communities, the case study poses the following critical questions: How could I Love Coffee scale production while continuing to train and support employees from the Deaf community? What strategies would ensure the business could effectively manage larger operations, geographically spread? Crucially, could I Love Coffee grow without compromising its founding purpose? Complexity academic level The case study offers contextually relevant insights into a range of relevant topics related to nascent social enterprises, social opportunities and innovation, as well as social impact and scalability. Moreover, the case study is intended to improve and deepen students’ critical reasoning and decision-making abilities and skills through an integration of theory and core concepts relating to the social economy, with a focus on social entrepreneurship and social enterprise.Positioning. Both social entrepreneurship and sustainable social enterprise are increasingly relevant, given the sheer extent and complexity of so-called wicked problems that require redress. Social enterprises in developed and developing economies are faced with the duality of having to ensure that they achieve social impact through delivering social value while simultaneously ensuring financial sustainability (Ciambotti et al., 2025; Urban, & Bukula, 2022).The case study, therefore, provides insights into the creation of sustainable for-profit social enterprises in the context of the marginalised Deaf community in an emerging economy. In particular, the case study focuses on how a social enterprise is created to provide employment opportunities for individuals from the Deaf community, thus enabling greater economic inclusion. Theoretical aspects of social entrepreneurship and social enterprise are further explored to provide students and practitioners alike with a fuller understanding of the specific problems faced.Alignment with Recent Developments in the Field. Readers of the case study will gain critical understandings of theoretical and practical aspects of social entrepreneurship and starting a social enterprise to benefit a marginalised group. More specifically, students will learn about the complexities of starting and growing a social enterprise designed to empower a marginalised community; explore and appreciate the context of the Deaf community and their lived experience; evaluate the dual imperative of social and economic sustainability; and explore the different challenges associated with expanding a social enterprise internationally.Integration with a Broader Knowledge Base. The case study provides a deeper understanding of the start-up process and sustainability, as well as the internationalisation of a social enterprise across marginalised communities. Importantly, students will appreciate the importance and relevance of for-profit models for social enterprises and different approaches to growth and sustainability.While social entrepreneurship is central to emerging economies, given the magnitude and nature of social ills in these contexts (Ciambotti et al., 2025), some attention has been paid to the internationalisation of social enterprises in addressing global social challenges while simultaneously navigating additional complexities of global contexts (Marshall, 2011). Earlier literature particularly spoke to how “… intersecting SE and IE can prompt a revision of the definition, boundaries, and levels of analyses currently used in IE research [and] how wealth creation in IE could be expanded to reflect the notion of blended value in an increasingly connected, fast changing, and complex global economy” (Zahra et al., 2014, p. 138). This critical juncture of social and international entrepreneurship is reflected through a close consideration of the case study. Subject code CSS 3: Entrepreneurship.
Learning outcomes Case overview/synopsis This case explores the journey of Rashid Gargash, an Emirati entrepreneur who developed RashTions, a mission-driven, functional food product designed to address food insecurity and promote sustainability in the United Arab Emirates (UAE) and beyond. Drawing on Rashid’s personal experiences, the case highlights the intersection of innovation, social impact and operational control in an emerging market. RashTions enables students to assess challenges in branding, marketing and scaling a social enterprise in a resource-constrained environment, where institutional trust and family dynamics shape entrepreneurial behavior. As Rashid prepares to expand his operations and reach broader markets, students are prompted to consider whether he can scale effectively while maintaining his insourcing model and control-focused leadership style, or if a more professionalized organizational approach is necessary. The case is suitable for MBA and executive education courses in Marketing Strategy and Social Entrepreneurship in Emerging Markets. The case narrative is based on two in-depth, semi-structured interviews with the founder, complemented by company documents and analyses of policy and the market concerning UAE food security and the healthy snack sector. This approach provides a robust empirical foundation for examining management decision-making in an emerging-market context. Complexity academic level This case study can be used for undergraduate, postgraduate, and Executive Education courses such as Entrepreneurship, Sustainability, Innovation, Marketing, and Strategy. Subject code CSS 3: Entrepreneurship.
Learning outcomes Specific learning objectives of the case are as follows: Case overview/synopsis This case study presents the dilemma faced by Sonia, HR Head at AutoNova. Faced with tight operational deadlines in the competitive talent landscape of the Indian automobile industry, she, an expat who had returned to her country after decades, had to decide which motivational levers to rely on to drive the hiring and engagement strategy. In particular, how could she leverage secondary data to develop an actionable talent management strategy that delivered results in a competitive talent market? Complexity academic level The case can be used to teach both undergraduate and postgraduate students at the Management Institute. At the post-graduate level, it can be taught either in the advanced level Organisation Behaviour course when topics of application of analytics in HR decisions related to motivation in the context of organisation culture are being discussed. It can also be taught in Management Development Programs for mid-level HR executives in an experiential manner to impart skills on data-driven talent-specific decision-making. Participants should be aware of basic and advanced statistics. In case the instructor would like to use the case study to discuss statistics in detail, the case study provides sufficient data to do so, but it may require more than one session to do the same. Subject code CSS6: Human Resource Management.
Learning outcomes The learning outcomes are as follows: Case overview/synopsis "The Engineered Menu” presents the challenges faced by Snacksbar Café, a small business in Pune, India, striving to optimize sales and profitability amidst competitive pressures. Despite being strategically located and popular with a diverse customer base, the café’s performance stagnated over its first six months of operation. The protagonist, Mr. Dhanesh Vaidya, is tasked with revitalizing the café by implementing revenue management techniques tailored to small businesses. These include dynamic pricing, menu engineering, customer segmentation and operational efficiencies. The case offers students the opportunity to explore strategies for balancing demand, pricing and operational capacity, making it particularly suitable for discussions on Revenue Management for Small Businesses. Complexity academic level It can be used in Executive MBA programs, Graduate MBA courses and Management Development Programs focusing on operational and financial decision-making in small businesses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 12: Tourism and Hospitality.
Learning outcomes By the end of this session, students would be able to examine the strategic and operational drivers of industrial decarbonization in energy-intensive sectors such as steelmaking, using Tata Steel’s transformation as a benchmark case; critically evaluate corporate pathways to net zero, including hydrogen-based steelmaking, carbon capture and circular economy initiatives and assess their transferability across emerging market contexts; apply integrative strategic frameworks such as strengths, weaknesses, opportunities, threats, the natural resource-based view (NRBV) and stakeholder theory to analyze how firms embed sustainability within competitive strategy; debate the trade-offs and institutional challenges faced by emerging market enterprises as they seek to align domestic industrial policy, financial constraints and global environmental, social and governance imperatives; and formulate evidence-based strategic recommendations for Tata Steel and comparable industrial firms pursuing low-carbon growth while safeguarding long-term competitiveness. Case overview/synopsis This case study examines Tata Steel Ltd.’s ambitious transformation toward a zero-carbon future in the context of an emerging market. It traces the company’s sustainability journey, focusing on the adoption of hydrogen-based steelmaking, carbon capture and storage, digital transformation, renewable energy integration and circular economy practices. At the center of the case is a dilemma faced in 2025 by chief sustainability officer, Dr Raghav Mehta: whether to accelerate commercialization of hydrogen-based direct reduced iron in India or to proceed cautiously with phased pilots. This decision involved balancing technological ambition, financial commitments, stakeholder expectations and policy uncertainties. The dilemma offers rich opportunities for classroom discussion on corporate strategy, decarbonization and decision-making in emerging markets. Complexity academic level This case is designed for postgraduate management students, particularly those enrolled in Master of Business Administration (MBA) or executive MBA programs with specializations in strategy, sustainability or corporate finance. It is also suitable for courses on corporate social responsibility, environmental management and business in emerging markets. The case assumed no prior technical knowledge of the steel industry but expected students to be familiar with basic concepts of corporate strategy and stakeholder management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
Learning outcomes The case study is appropriate for use in a range of postgraduate courses, including the Postgraduate Diploma in Management, Master of Business Administration and the Master of Management in Digital Business. It is also suitable for use in executive education short courses such as the Management Advancement Programme, Strategic Management and Launching New Ventures. At the end of the case discussion, students should be able to: Case overview/synopsis In June 2022, Julia and Nic Rosslee, partners in life and business, reflected on the digital journey of their company, Julep – an online cut flower retail business based in South Africa. Launched just before the country’s first COVID-19 lockdown in March 2020, Julep’s early days were shaped by uncertainty and rapid adaptation. With no fixed costs at the time, the Rosslees were able to pause operations and resume once trade restrictions eased. Built with digital at its core, Julep offered a seamless customer experience suited to online retail. However, as the business matured, Julia and Nic began questioning whether their current digital model would sustain future growth or whether a strategic shift in their digital approach was necessary to differentiate Julep further in a crowded market. This case study explores Julep’s entrepreneurial journey, from its pandemic-era inception to its current status as a small but promising player in South Africa’s online flower industry. While the brand has earned praise for its authenticity, elegant floral arrangements and user-friendly ordering system, it remains relatively unknown outside its existing customer base. This perception poses challenges, as potential customers may assume Julep is too niche, too expensive or incapable of offering services such as same-day delivery or guaranteed freshness – features often associated with more established competitors such as InterFlora and NetFlorist. The case study prompts students to analyse Julep’s current positioning, assess its digital strategy and recommend pathways for growth and differentiation in a competitive e-commerce environment. Complexity academic level The case study enables students to learn and put into practice key marketing principles related to digital marketing, differentiation strategy and marketing strategy. Furthermore, it provides students with the tools and frameworks required to make important marketing decisions in the context of small and medium enterprises in emerging markets. Subject code CSS8: Marketing
Learning outcomes Following a discussion of the case study, students should be able to: Case overview/synopsis BKB was a leading South African wool brokerage and agricultural service provider situated in Gqeberha (formerly Port Elizabeth) in the Eastern Cape, South Africa. Isak Staats, the Executive Manager of BKB’s Fibre Division, was facing a critical challenge: the profitability of the numerous sheep farmers/wool producers who supplied wool fibre to BKB for subsequent sale to buyers on auction had declined in the face of the rising costs of farming, combined with lacklustre wool prices. The financial constraints that BKB’s suppliers were facing were threatening their ongoing viability and sustainability, putting BKB in an increasingly precarious position in a highly competitive market where buyers were insisting on sustainably produced products and synthetic alternatives to wool were in strong demand. Isak was faced with a serious dilemma: how could he enhance the profitability and ongoing sustainability of BKB’s farmers/wool producers so that they once again became a reliable source of supply, while also satisfying the needs of its buyers who were demanding high-quality, competitively priced wool? How can Isak find ways to balance the interests of two different client sets with inherently opposing objectives? Complexity academic level This case can be used in postgraduate courses in microeconomics and strategy. Subject code CSS 11: Strategy.
Learning outcomes This case study of Kosh can introduce the basics of strategic management and a strategic decision-making framework for start-up businesses in a competitive fintech market context. The objectives behind teaching this case study are to analyse community-based lending models to identify how they address financial inclusion challenges for underserved blue-collar segments in emerging markets; evaluate the long-term viability and sustainability of a community lending startup’s digital lending model; design and propose innovative growth strategies by leveraging technology, community trust and financial product diversification in a highly competitive fintech landscape; and assess how an inclusive business model can scale ethically while navigating the strategic trade-offs between innovation and regulatory compliance. Case overview/synopsis Kosh was a community lending start-up built on a passion to meet the financial requirements of blue-collar workers by providing collateral-free loans with flexible equated monthly instalments and little paperwork. Kosh leveraged the digital transformation in the lending space by launching the Kosh App and Kosh B-Chat to grow their footprint in the microfinance industry. With a rich client base of over 120,000 and over ₹3,500 crores disbursed in loans, Kosh had achieved its breakeven in the last quarter of 2024. But the dynamic transformation in the lending business and growing competition forced the founders to take a critical decision: to steer their growth, should they expand geographically to tap into new, underserved regions, especially rural markets? Or should they diversify their customer segments, targeting specific demographics like females or illiterate borrowers, who have historically had limited access to formal financial services? Kosh, being a start-up, was continuously exploring new product categories to expand their portfolio. But the founders were contemplating whether they should expand Kosh’s product line to include secured loans or diversify its product mix to offer a wider range of financial solutions, such as insurance or savings products, to strengthen customer loyalty and meet more diverse financial needs. Kosh leveraged the digital platform for a customer base that was essentially illiterate, which further added challenges to the road ahead for the start-up. Kosh had to take these critical decisions to ensure sustainability in a competitive and dynamic industry. Complexity academic level This case may be used for courses such as fintech, financial institutions and markets, strategic management, credit risk modelling and management of financial services at the post-graduate/executive level. Subject code CSS1: Accounting and finance.
