Research methodology The case was developed using both primary data gathered from a series of semi-structured interviews with Yash Mehta, Co-founder at Greenobar and well-sourced and published secondary data. Case overview/synopsis The case examines Greenobar, India’s inaugural zero-waste fruit juice bar established in Gujarat by Yash Mehta in 2021. Born from Yash’s experience with Farmse India, a sustainability-focused organic enterprise, the venture introduced a “Pedal–Blend–Drink” concept designed to merge eco-friendly consumption with active living.Despite attracting good initial interest, the venture eventually faced reduced footfall, operational inefficiencies and inventory management complexities. By late 2023, Yash reached a strategic crossroads regarding the business’s sustainability. This case challenges students to evaluate whether Greenobar’s hurdles stemmed from impulsive opportunity recognition, flawed venture planning or a fundamental misalignment between social objectives and commercial viability. It provides a robust framework for discussing entrepreneurial traits, business model design and the unique pitfalls of sustainability-oriented start-ups. Complexity academic level The case is intended for postgraduate students enrolled in courses on Entrepreneurship, New Venture Creation, Strategic Management and Sustainable Business. It is particularly suitable for second-year MBA students, participants in entrepreneurship specialisation courses, early-stage entrepreneurs associated with business incubators and participants in executive development programmes focused on venture planning and impact entrepreneurship.
Research methodology This case was developed using secondary research methods. Information was collected from publicly available sources including company annual reports, investor presentations, regulatory publications, analyst commentary and reputable media outlets such as Bloomberg and the Financial Times. Industry reports from consulting organizations and international institutions were also used to contextualize developments in the global fintech ecosystem. No primary interviews or confidential company data were used in preparing this case. This case contains no disguised information; all organizations, individuals, financial data and events referenced are real and drawn exclusively from publicly available sources. As this case was developed entirely from publicly available secondary sources and involved no human participants, institutional ethics review board approval was not required. This case offers a distinctive contribution to the published teaching case literature on fintech strategy and platform renewal. While existing cases on fintech strategy tend to focus on a single dimension of disruption, such as Stripe’s developer-led payment infrastructure, Apple’s device ecosystem lock-in or the regulatory challenges facing individual cryptocurrency platforms, this case uniquely combines three simultaneous strategic challenges within a single narrative: the deployment of artificial intelligence (AI)-enabled commerce capabilities, the early-stage integration of stablecoin infrastructure through PYUSD and the organizational complexity created by a decade of acquisition-driven expansion across Venmo, Braintree, Honey and Xoom. No published case in the fintech or platform strategy literature, to the author’s knowledge, addresses this particular combination of AI governance, digital asset experimentation and acquisition integration fragmentation within the context of a large, regulated incumbent facing embedded finance disruption. This case therefore provides a pedagogically distinctive vehicle for exploring strategic renewal in digitally regulated industries. Case overview/synopsis This case places students in the position of Alex Chriss, the newly appointed Chief Executive Officer of PayPal, as he prepares for a critical board strategy review in October 2024. Despite leading one of the world’s largest digital payments platforms, processing over $1.5tn in total payment volume annually and serving more than 430 million active accounts globally, Chriss inherited a company under significant strategic pressure. Revenue growth had slowed, share price performance was deteriorating and analysts were increasingly describing PayPal as a mature incumbent rather than a platform innovator. The organizational inflection point is a dilemma with no comfortable resolution. Chriss must choose a strategic direction to present to the board ahead of PayPal’s quarterly earnings announcement, but every available path carries a different form of risk. Moving aggressively into AI and decentralized finance offers innovation momentum but risks operational disruption and regulatory overexposure across dozens of regulated markets. Consolidating the core platform is operationally safer but risks confirming the narrative that PayPal has lost its competitive edge. Pursuing fintech partnerships accelerates capability building but reduces strategic control. Leading on Environmental, Social, and Governance (ESG) and responsible digital finance builds long-term legitimacy but delivers limited near-term growth. Investors want visible transformation. Merchants need stability. Regulators demand discipline. Employees are already stretched from restructuring. No single option satisfies all of these demands simultaneously, and PayPal’s resource constraints mean Chriss cannot pursue all four directions at once. The case draws on dynamic capabilities theory, the resource-based view, platform ecosystem theory, stakeholder theory and embedded finance literature, and requires no prior knowledge of fintech or payment systems. Complexity academic level This case is appropriate for MBA and Executive MBA courses in strategic management, innovation management and financial technology. It may also be used in final-year undergraduate courses addressing platform strategy, digital transformation or fintech ecosystems. The case is suitable for both in-person and online classroom delivery.
Research methodology This case was developed entirely from publicly available sources, including Federal Emergency Management Agency (FEMA) regulatory materials, Harris County Flood Control District reports, National Weather Service assessments, Harris County government records and peer-reviewed academic scholarship. No primary data collection or disguising of information was required. The case has been classroom tested in an upper-division undergraduate decision-making course. Case overview/synopsis This case examines how Harris County, Texas, confronted flood risk governance challenges following Hurricane Harvey (Blake & Zelinsky, 2018; National Weather Service, 2018). Despite the availability of advanced local flood modeling through the county-led MAAPnext initiative, local officials faced institutional constraints tied to federal floodplain maps and insurance rules administered by FEMA (Harris County Flood Control District, 2026b; Federal Emergency Management Agency, 2021). At the same time, residents were required to make decisions about rebuilding, relocation and insurance under conditions of conflicting and incomplete risk signals, shaped by FEMA flood maps, evolving insurance pricing under Risk Rating 2.0 and changing local regulations (Congressional Research Service, 2021; Federal Emergency Management Agency, 2026). Complexity academic level This case study was developed for upper-division undergraduate and graduate students in business and public policy programs. It is particularly well-suited for students with prior exposure to basic probability and statistical concepts and structured decision-making approaches, but does not require technical knowledge of hydrology, flood modeling or public policy. The case has been classroom-tested in a decision-making course and works well in classes with 20–50 students, using small-group discussion and stakeholder role assignments. It is especially appropriate for MBA and senior undergraduate students in business programs who have prior exposure to structured decision-making tools. The case may also be suitable for strategic management, risk management, project management or public policy courses, depending on the instructor’s emphasis.
Research methodology The case is developed primarily through a series of in-depth interviews and primary data collection with Mr. Swapnil Madhukar, representing the Sustainability and Design leadership at Infosys. These first-hand insights were supplemented by internal documents provided exclusively by the company to the authors, ensuring a detailed understanding of Infosys’s internal operational shifts and its Smart Spaces strategic roadmap.The authors also extensively used publicly available secondary sources, including Infosys’s annual environmental, social and governance (ESG) reports, carbon neutrality declarations and corporate vision statements. Case overview/synopsis In April 2025, the senior leadership team of Sustainability and Design at Infosys, Pune, stood at a strategic inflection point. Having achieved carbon neutrality in 2020, three decades ahead of the Paris Agreement timeline, the organization had established a formidable internal track record through its Leadership in Energy and Environmental Design Platinum-certified campuses and innovative technologies, such as artificial intelligence-powered energy optimization and patented radiant cooling systems. With the Pune campus serving as a global benchmark for sustainable infrastructure and net-zero operations, the firm had successfully monetized internal efficiencies to secure top-management commitment for a broader ESG vision reaching toward 2040.However, translating these internal operational successes into a credible external service offering presented a complex strategic challenge. As global demand for ESG services surged, the leadership faced a critical dilemma: whether to deepen its sustainability impact by embedding these capabilities within its core IT and digital transformation engagements or to aggressively expand into the competitive ESG consulting arena currently dominated by the Big Four. Navigating this transition required the team to weigh the operational hurdles of building a dedicated consulting unit and the difficulty of aligning client value systems against the opportunity to redefine the sustainability landscape. Complexity academic level This case is well-suited for undergraduate, graduate and executive education courses, especially those addressing ESG, strategy, innovation and organizational transformation. It offers students a practical lens into how a large, technology-driven company navigates the shift from operational sustainability to external consulting services.The case is designed to facilitate engaging discussion in a class of 20 to 50 students. The instructor may choose to adopt interactive online tools to administer the case via an online mode of delivery. For better discussions, during online class discussions, the instructor may use the breakout sessions functionality of the online meeting platforms.
Research methodology This case study was developed using a mixed-methods approach, incorporating both primary and secondary data sources. Case overview/synopsis This case study examines Rochelle Courtenay’s journey to abolish the “tampon tax” in Australia. It begins with a phone conversation in March 2017 that ignited a movement to tackle period poverty. The case follows Rochelle’s transformation from a personal trainer to a leading activist and founder of “Share the Dignity,” an organization dedicated to providing menstrual products to vulnerable women. The case highlights the policy contradiction of taxing essential menstrual products as luxury goods, despite their classification as medical necessities. Students will explore Rochelle’s strategic dilemma following her March 2018 confrontation with Prime Minister Malcolm Turnbull, who dismissed her concerns by stating he had “heard no noise” from states and territories. The case presents Rochelle at a critical decision point where she must choose how to respond while managing organizational resources and risks. Complexity academic level This case is suitable for: Undergraduate and graduate courses in: • Entrepreneurship; • Social Entrepreneurship; • Social Innovation; • Nonprofit Management; and • Entrepreneurial Leadership.
Purpose This study aims to investigate the integration of immersive techniques into case teaching to address the limitations of traditional static methods in management education. It explores how these techniques enhance student engagement, critical thinking and the application of theoretical concepts to real-world scenarios. Design/methodology/approach Adopting a phenomenological and self-reflective methodology, this exploratory study draws insights from the lived experiences of educators and students by using non-technological immersive methods such as roleplay, interviews, industry visits and product exhibitions. Findings The findings reveal that immersive techniques foster deeper cognitive, emotional and behavioral engagement among students, providing a richer understanding of complex business dynamics. However, implementation challenges such as resource constraints and the reliance on external stakeholders are noted. Practical recommendations are provided to overcome these barriers. Practical implications The study highlights scalable and cost-effective immersive methods, making them accessible for institutions with limited technological resources. By bridging the gap between theory and practice, these techniques equip students with the critical skills and competencies required for today’s workforce. Originality/value This research contributes to the existing body of literature by focusing on non-technological immersive methods, an area often overshadowed by studies on advanced technologies like virtual reality. It provides a framework for educators to innovate case teaching practices, enhancing the relevance and impact of management education.
Research methodology This case is based on actual events using primary source research. Changes have been made to anonymize the organizations and individuals to protect privacy and confidential information of those involved. One of the authors was a protagonist in the case and the case is based on the author’s experience with the events. Primary source information was used in developing this case. Case overview/synopsis An experienced senior manager recently assigned to his first executive position in a newly acquired corporate security company must address an emerging personnel problem relating to incentive compensation. Employees retained after the acquisition expressed concern over a legacy bonus process that the new corporate management must rectify to maintain motivation, trust and confidence among employees. A supervisor allocated bonuses in a way that resulted in the workforce expressing frustration at perceived unfairness. The executive team had to immediately address the concerns of the employees and within a matter of days propose a solution to the bonus distribution problem. The case was set in the company’s South Carolina headquarters. This case examines issues related to human resource planning and merit pay. Complexity academic level This case study is suitable for:
Research methodology This case was developed from secondary data sources, including company reports (e.g. Olam Group Annual and Sustainability Reports, 2016–2025), non-governmental organization (NGO) investigations (e.g. Greenpeace Africa, 2025; Mighty Earth, 2016), government documents (e.g. Gabon Ministry of Forests, 2024 Forest Code), industry audits (e.g. RSPO certification summaries, 2016–2025) and media articles (e.g. Reuters, 2023; The Africa Report, 2025). Financial and operational data were compiled from public disclosures. Tables 1 and 2 (from the case study) were synthesized by the author from these sources for pedagogical clarity. Video and image links provided in the case (e.g. Olam’s YouTube talk and Getty Images) enhance multimedia analysis without requiring additional permissions. Case overview/synopsis In 2021, Olam Agri committed to zero deforestation in its palm oil supply chain by 2025. Yet in early 2025, Greenpeace Africa revealed that approximately 12,000 hectares of High Carbon Stock forest had been cleared in its Gabon concession (Mouila region) between 2023 and 2025. This led to a suspension of expansion permits by Gabon’s Ministry of Forests (under the 2024 Forest Code) and strong criticism from NGOs, communities, investors and buyers. Olam Palm Gabon, a 60:40 joint venture with the Gabonese government, manages 202,654 hectares (63,000 planted), employs over 10,000 people, and generates significant revenue while investing approximately US$15m annually in corporate social responsibility (CSR) (schools, clinics, GRAINE smallholder scheme). Despite these efforts, issues persist incomplete traceability (80% to plantations), free, prior and informed consent concerns, and a gap between sustainability pledges and operational reality. CEO Sunny Verghese faces a critical choice: how to restore credibility, comply with the EU Deforestation Regulation, and balance growth with genuine responsibility in a high-risk emerging market. Complexity academic level This case is ideal for BBA and MBA courses in Business Ethics, CSR and Sustainability, Strategic Management, International Business and Environmental Governance. It suits discussions on ESG (Environmental, Social and Governance) frameworks in agribusiness or emerging markets.
Research methodology The case was developed through extensive primary research using qualitative interview techniques and thematic coding. Direct interactions and in-depth interviews with Amy Crawford provided rich, nuanced insights into her experiences, decisions and emotional responses. These personal interviews were supplemented by discussions with industry professionals, including an established author, experienced book reviewers, a marketing coordinator from a publishing house and an author assistant specialized in promotional and administrative support. Case overview/synopsis Amy Crawford, a self-described introvert and former kindergarten teacher without any aspirations of being in the public eye or being an entrepreneur, unexpectedly finds herself at the threshold of a promising career as a historical fiction author with her debut novel, Under the Scottish Sky: A Beauty and the Beast Retelling. With Amy’s limited experience utilizing digital marketing and managing a brand, she struggles knowing that she will be expected to take an active role in the marketing of her book, largely through self-promotion. Complexity academic level Courses: Entrepreneurship, New Venture Creation, Digital Marketing, Strategic Marketing, Small Business Creation, Innovation & Technology Management, Marketing Management.Levels: Undergraduate (upper-level), Graduate (MBA and specialized master’s programs).Placement in course: Suitable as a mid-term or capstone case study to integrate various marketing and entrepreneurial strategic concepts.Topics covered: Entrepreneurship and small business creation & management, branding and digital marketing strategies, personal branding and self-promotion, creative and publishing industry dynamics, core competency balance with growth initiatives and strategic decision-making.
Research methodology This teaching case was developed using a combination of primary and secondary data sources. Primary data were collected through in-depth interviews with the founder, Fayaz Ahmad Dar, and through multiple site visits to SAGG Eco Village conducted between March and October 2024. The interviews included both structured and open-ended questions addressing the enterprise’s origins, daily operations, challenges and decision-making processes. Additional insights were gathered from interactions with staff members, local participants and individuals involved in training programs and workshops. Secondary data were obtained from organizational documents, media coverage, publicly available policy materials and educational content produced by the SAGG team. These sources were used to corroborate interview data and provide contextual background. All information presented in the case reflects actual events, individuals and organizational practices. Minor adjustments were made solely to improve clarity and pedagogical focus. Ethical approval for the study was obtained from the Institutional Ethics Committee of the University of Kashmir. Informed consent was secured from all interview participants, and no copyrighted material has been included without permission. Case overview/synopsis SAGG Eco Village was founded in 2012 by Fayaz Ahmad Dar in Ganderbal, Kashmir, as a small, community-based initiative focused on restoring degraded land, supporting local livelihoods and preserving cultural practices. Over time, the village developed into a functioning enterprise that combined farming, training, hospitality and community engagement. Its activities attracted increasing attention from visitors, educators and development organizations, both within and beyond the region. By 2021, SAGG Eco Village faced a critical moment in its development. Growing external interest brought new opportunities alongside heightened pressures related to financial sustainability, operational capacity and organizational direction. Fayaz was required to consider how the enterprise should respond to this attention while remaining grounded in the values and practices that had shaped its formation. Operating in a region affected by political instability, infrastructure constraints and seasonal limitations further complicated these decisions. The case places students at this point of uncertainty, inviting them to examine the challenges of guiding a values-driven enterprise through a period of transition. It encourages discussion around decision-making in resource-constrained environments, the implications of growth for mission-driven organizations, and the role of context in shaping strategic choices. The case is suitable for courses in entrepreneurship, sustainability and development-focused management programs, where students are asked to grapple with ambiguity rather than apply predetermined solutions. Complexity academic level
Research methodology Primary data was collected through interviews with the protagonists, Alvin George and Sooraj Verma. Secondary data was collected from research papers and websites to support and strengthen the case. Case overview/synopsis Siddharth, along with Professor Sooraj Verma and Alvin George, founded Carbon & Whale (C&W), a cleantech start-up, in 2022 with a mission to convert plastic waste into valuable products. In two years, the company has prevented 10,000 kg of plastic waste from polluting landfills and oceans. Their products were born of circular innovation, with an extreme vision of transforming discarded plastic into functional furniture that could last 15–20 years. They manufactured interlocking tiles and benches through in-depth research into plastic conversion technology, but little did they realise how challenging it would be to sell their products to end users. They were unable to sell their products to the target customers because the customers felt the prices were higher than those of traditional products. Due to this scenario, the founders had to reinvent their business model using Business-to-Business (B2B) sales strategies. They were unable to sell their products but generated revenue through advertising on the benches. Though they could generate revenues, Alvin, who was in charge of business development, was not satisfied. He wanted to take his products to end users and strengthen his Business-to-Consumer (B2C) value chain, thereby achieving the company’s goal of addressing plastic waste. Alvin has to prioritise and integrate strategies centred on the three Ps – People, Planet and Profit – for C&W to balance short-term business pressures and create long-term value for the organisation and society. Complexity academic level The case can be taught to MBA students in courses on “Social Entrepreneurship”, “Strategy” and “Sustainable Businesses”. It can be presented as an illustrative example of how the interests of business and society can be synergistically synthesised for the benefit of all stakeholders.
Research methodology The case was developed from both secondary and primary sources. The secondary sources include industry reports, news reports, social media sites and company websites. The primary sources include the YouTube video of the digital launch of Thar Roxx, the review videos by influencers and visits to Mahindra automobile showrooms to see the vehicle and study the perspective of sellers and potential buyers. Case overview/synopsis On 15 August 2024, Mahindra Automobiles launched Mahindra Thar Roxx marking a transformative step in Mahindra’s sports utility vehicle (SUV) strategy by extending the Thar brand into a more family-oriented and comfort-driven segment while retaining its rugged off-road legacy. The company used a fully digital unveiling with actor John Abraham hosting the premiere on YouTube. Simultaneously, selected automobile influencers released early review videos comparing Roxx with competing SUVs. These influencer-driven reviews, combining technical evaluation and storytelling, generated significant buzz—nearly a billion YouTube views in a week showcasing how influencer marketing was becoming pivotal in shaping consumer opinion in India’s growing SUV market. The success of the unique social media promotional strategy would rely upon the momentum in product optimisation and continued digital engagement. If sustained, the Thar Roxx could redefine influencer marketing in high-value consumer goods and solidify Mahindra’s dominance in India’s SUV segment. Complexity academic level The case can be taught at the post-graduate level and be administered in verticals of marketing management, digital marketing, retail management and innovative product management.
Research methodology This exploratory case study is based primarily on secondary data drawn from reputable public sources. The authors made efforts to contact key organizational actors and senior executives involved in Cazoo’s strategic decisions; however, direct access was not feasible due to timing and access constraints surrounding the period under study. Consequently, the case draws on a systematically triangulated set of publicly available materials, including trade and industry publications, company announcements and investor disclosures, executive communications on LinkedIn, industry insight platforms such as Statista, and interviews featured in publicly available podcasts and video content. These sources were cross-validated to enhance factual accuracy, internal consistency and analytical robustness. No proprietary or confidential company data was used. While the absence of direct interviews imposes limitations typical of research on rapidly evolving or distressed firms, triangulation across multiple independent sources enabled the reconstruction of key strategic events, managerial decisions and organizational dynamics with sufficient depth to support theory-informed analysis and classroom discussion. Case overview/synopsis This case traces Cazoo’s fast rise and sharp fall as a digital disruptor in the UK used car market. Launched in 2018, it grew quickly with venture funding and a $7bn Special Purpose Acquisition Company listing. But growth brought problems. Operational gaps widened. Market conditions shifted. Leadership changed. By 2025, the company had slimmed down into a lean marketplace model and faced a difficult choice: continue alone, join forces through a merger or acquisition, or step away entirely. The case helps students explore strategy, entrepreneurship and leadership in practice. It applies tools like VRIO, Ansoff matrix, PESTEL, five forces and the BCG matrix to examine growth risks, turnaround hurdles and the challenge of pivoting a business model. Complexity academic level This case is designed for advanced undergraduate and graduate business students. It fits well into courses on strategic management, entrepreneurship, digital business models and organizational leadership. The content connects closely with themes like competitive positioning, leadership change, scaling challenges, business model shifts and strategic choices under uncertainty. It has already been used in final-year and postgraduate strategy classes at a UK business school. Instructors found it effective. It pushed students to think critically and apply theory, especially through tools like VRIO, Ansoff matrix, PESTEL and Porter’s five forces. This case study works in both face-to-face and hybrid formats. It can be delivered in one long session (around 90 min) or split across two shorter ones. Its structure supports active learning through application of conceptual frameworks to real-world case, open discussion, small group debates and role-play scenarios.
Research methodology This case study analyzes the various facets of the business’s road history, encompassing strategic issues and challenges within the Canadian solo acts market, and combines both primary and secondary sources.The primary data source is a semistructured interview with one of the co-founders of Dropout Entertainment, Jesse Read, conducted on May 7, 2025. The authors intended the interview to serve as a qualitative exploration of the company, its business model, the Canadian Independent Music Video Awards (CIMVA) award and the intricacies of operating and funding a creative venture. Several follow-up emails discussed sponsorship challenges, market diversity and other market issues.Secondary resources comprise public documents from the firm’s website and its social media and YouTube accounts. Other documents reviewed included industry reports, market data and grant documents from the Mississauga Arts Fund, the Canada Council for the Arts and factor. Furthermore, Canadian music media and independent press were reviewed.To incorporate a theoretical model, an examination of peer-reviewed literature and public case studies focusing on independent media, cultural entrepreneurship and the diversity of the creative industry was conducted. Where firm-level data were unavailable, reasonable estimates were developed based on founder input and publicly available information.All information reflects the situation as of the second quarter of the year 2025. The case was also developed with the founder’s knowledge and cooperation and was subsequently versioned and peer-reviewed as suitable for teaching and learning. Case overview/synopsis In 2015, Jesse Read ventured into the music industry landscape, working from Toronto, Canada, to create Dropout Entertainment, the first hybrid studio with music promotion capabilities. Their 2024 case focuses on the CIMVAs and additional content offerings that have led to niche expansion. The firm has strategically grown but now faces several challenges related to inclusivity, financial sustainability and growth. The case firm has also received substantial negative media attention due to the lack of diversity initiatives, including the closing of the Indigenous category. Read’s long-standing (and unchallenged) role as lead strategist has resulted in founder dependency. The firm is in a unique position to break the “glass cliff” culture. The case showcases very real strategic tensions: how to encourage the growth of a socially driven “grassroots” venture. As part of the Strategy and Entrepreneurship classes, the case highlights tensions in mission-led initiatives and industry challenges, including market fragmentation, systemic opposition and the lack of founder-led responsiveness (Barney, 1991; Music Canada, 2023; Noel, 2023). Complexity academic level This case study is designed for use in graduate and senior undergraduate courses focused on strategy, entrepreneurship and management in creative or mission-driven industries.
Research methodology The research for gathering case information on Chaayos was conducted using a combination of online research and direct interviews with the cofounders, Nitin Saluja and Raghav Verma. This multifaceted approach ensured a comprehensive understanding of the company’s operations, challenges and strategic decisions. Case overview/synopsis Founded in 2012 and headquartered in Gurugram, India, Chaayos is a café chain focused exclusively on serving customized chai in a modern café format. Cofounded by Nitin Saluja and Raghav Verma, Chaayos grew from a single outlet into a network of over 200 cafés across major Indian metropolitan and Tier I cities, including Delhi, Mumbai and Bengaluru. The company built its brand around the proposition of “Meri Wali Chai,” offering customers 25 varieties of tea that could be personalized into more than 12,000 combinations. Priced between US$1 and US$2.2 per cup, Chaayos positioned itself as a mass-premium tea café catering primarily to urban professionals who valued quality, consistency and personalization. The company operated on a company-owned, company-operated (COCO) model and invested heavily in proprietary technology, including an automated tea-brewing machine (ChaiMonk), to ensure consistency and operational efficiency at scale. By the end of FY24, Chaayos had achieved four consecutive profitable months at the company level and significantly reduced its cash burn, yet its growth remained concentrated in metro and Tier I markets. At this juncture, Saluja and Verma faced a strategic dilemma: whether to consolidate further within Tier I cities, where café culture and purchasing power were well established, or to pursue expansion into Tier II and Tier III cities that offered long-term growth potential but were characterized by higher price sensitivity, entrenched local tea vendors, and competing low-cost chains such as Chai Sutta Bar and MBA Chaiwala. The central decision confronting the founders was whether Chaayos could adapt its pricing, operating model and value proposition to smaller cities without diluting its brand positioning and unit economics, or whether a more sustainable path forward was to continue focus on Tier I markets. Complexity academic level The case can be positioned for the undergraduate students of Business Administration and Entrepreneurship. This case is designed for MBA-level courses focusing on Strategic Marketing Management, Competitive Strategy, Retail Management and Entrepreneurship in emerging markets. It is particularly well-suited for second-year MBA and executive MBA students with prior exposure to foundational concepts in strategy, marketing and basic financial analysis.
Research methodology This case has been developed using qualitative sources of primary and secondary data. Primary data was collected from a semi-structured interview with Mr Anthony Noel, the Founder and Managing Director of Ibusol Limited in August 2023. The interview focused on the company’s history of operations, challenges in the company’s strategy and attempts at entering the Canadian market. Observational insights were also made from author’s interaction with local entrepreneurship events where Ibusol was active in. Secondary data sources were government publications, academic research articles, business news reports and market trends analyses relating to immigrant entrepreneurship, branding and small business development in Canada. These sources were used to place Ibusol’s experience in the wider context of industry and socio-economic trends. All company information has been used with permission of protagonist, and no information has been disguised. Consent to publish the case was obtained by written permission. Case overview/synopsis This case study is about Ibusol Limited, a business owned by Anthony Noel who moved to Toronto in 2021 to start his business in Canada. While the company was well known in the Caribbean, the transition to the Toronto market of small and medium enterprises (SMEs) for consulting services was not easy because many clients depended on local consulting networks, reputation and familiarity to choose their consultants. Challenges discussed in the case highlight immigrant entrepreneurial issues, cultural adaptation and market entry in a competitive consulting landscape. To promote awareness and credibility, Noel attended networking events, followed up with prospective clients, provided free workshops for community groups and re-branded the company, website and promotional material for the Canadian market. These activities generated some interest but not always leads to paid engagements and thus an inconsistent revenue stream. By the end of 2022, Noel started to review Ibusol’s finances by comparing the actual income with the break-even goals. As he navigated limited conversions and continuing operating expenses, he had some important strategic questions: How can he build local credibility? Should he prioritize virtual delivery or invest in stronger local presence in Toronto, and how does he balance community and paid, recurring contracts? Complexity academic level This case is well suited for courses in International Business, Entrepreneurship, Marketing Strategy, Cross-Cultural Management and Small Business Management. It is intended mainly for upper-level undergraduate students as well as graduate programmes such as MBA or Master of Management. The material can be taught well in traditional classrooms, blended formats and in a fully online classroom. It might work well for assignments, group projects and simulations regarding issues such as market entry, rebranding and cultural adaptation. Although it is not yet a case tried in a classroom setting, the case study provides excellent opportunities to generate discussion in class around immigrant entrepreneurship, strategic decisions and ethical considerations in a global business context.
Research methodology This teaching case was created using secondary research from credible and publicly accessible sources, including company press releases, esteemed business news outlets such as The Economic Times, Mint, Business Standard and TechCrunch, as well as industry reports from RedSeer and Bain & Company. Financial and operational data were aggregated from analyst commentary, investment announcements and market research studies conducted between 2018 and 2024. No primary interviews with company executives or employees were performed; consequently, ethical clearance or participant consent was unnecessary. All names, events and figures represent verifiable information in the public domain, and no details have been obscured. The integration of these sources guaranteed precision while facilitating an analytical narrative that aligns with the learning objectives of the case. Case overview/synopsis Dunzo was established in 2015 by Kabeer Biswas and his team, becoming one of India’s foremost hyperlocal delivery platforms. Using a convenience-centric model, it guaranteed delivery of any item within an hour, swiftly appealing to urban millennials and obtaining investments from Google, Reliance Retail and other significant entities. Dunzo’s innovative integration of a gig workforce, AI-driven routing and customer-focused service facilitated swift expansion across various Indian cities. By 2022, the quick-commerce sector had become highly competitive, with well-funded competitors like Blinkit, Swiggy Instamart and Zepto using aggressive pricing and marketing strategies. Dunzo encountered rising operational expenditures, elevated customer acquisition costs and unsustainable cash depletion. The critical organizational inflection point transpired in mid-2023, as escalating debt, postponed employee remuneration and investor fatigue compelled the leadership to contemplate significant restructuring, layoffs and a transition to B2B (Business-to-Business) logistics. This case discusses Dunzo’s evolution from a WhatsApp-based errand service to a capitalized technology platform, its transition to quick commerce, the competitive environment including Porter and Swiggy Genie, and the challenges of scaling in a saturated market. Complexity academic level This case is appropriate for courses in Strategic Management, Entrepreneurship and Innovation, Operations and Supply Chain Strategy, Digital Business Models and Emerging Market Business Strategy. It is intended for graduate programs, including MBA and Executive MBA, as well as advanced undergraduate electives. The case can be presented effectively in in-person, hybrid or entirely online formats. The material has been evaluated in a PGDM course titled “Entrepreneurship and Business Plan Development” with 63 participants, resulting in significant engagement owing to its pertinent Indian startup context and real-time industry relevance.
Research methodology The study used rigorous procedures, studying media excerpts of the CEO, factory managers and craftsmen in Meerut. It employed secondary data from SG annual reports (FY 2022–24), WTO trade statistics, CMIE Prowess financials and industry analyses. Proprietary cost indicators and artisan demographics were subjected to thorough validation via cluster analyses. The triangulation of data enhanced the credibility of the results. Financial estimates were carefully developed in Excel, including sensitivity analysis for ± 20% fluctuations in cost and pricing. This thorough methodology guarantees the accuracy and reliability of the findings, creating a robust basis for subsequent research and decision-making in the domain. Case overview/synopsis Sanspareils Greenlands (SG), a sports goods manufacturer based in India, was facing a critical dilemma in the year 2025. The intense competition from low-cost manufacturers in China and Vietnam, and a raw deal by Decathlon requiring a 30% reduction in costs, created certain operational difficulties for the company. In accordance with Decathlon’s sustainability objectives and market requirements, CEO Paras Anand assessed two strategies: Full Automation, necessitating a 5.2 crore investment to increase output by 40% and decrease costs by 15%, though potentially compromising brand integrity; and a hybrid model, involving a 3.8 crore investment for partial automation and premium pricing, requiring 18 months of workforce upskilling. Some other challenges in front of the SG’s CEO were supply chain vulnerabilities, a shift in regulations, technological advancement in the industry and sustainability issues. These factors were contesting the firm’s dynamic capabilities to sustain in the long run. Here, the authors discuss how SG must integrate resource-based perspectives, stakeholder engagement and manage the consequences of evolving labour demographics for sustained success. Complexity academic level This case served as an essential educational resource for academic settings, aimed at MBA students and advanced undergraduates.
Research methodology The case was developed from primary and secondary sources. The primary sources include interviews with Evelyn Mora, Founder and CEO of VLGE; John McGrath, Chief Product Officer at VLGE; and Simon Moyana, from the VLGE V-app Team. These interviews were a part of a nationally funded research project and have been approved by a university-level research ethics committee. The secondary sources include industry reports, news reports, company websites and journal articles. Case overview/synopsis Evelyn Mora, CEO and founder of VLGE (pronounced “village”), reflected on the current state of the metaverse to determine the best path forward for her virtual world creation platform startup. The metaverse market was nascent, defined by uncertainty on whether customers will take up extended reality (XR) technology and if so, for what purposes. Moreover, it was dominated by two market leaders (Meta and Apple), with complex technological ecosystems and varying visions for the future. Should VLGE partner up with Meta, Apple or both? Or should it position itself more as an alternative by banding together with like-minded startups to shape a different vision for the metaverse? How might the company rethink or innovate its business model to better serve its current customers, and how does this compare strategically to expanding into new markets? How would VLGE best thrive in the prevailing metaverse ecosystem? Complexity academic level This case is designed for graduate students in a course on strategy, marketing or entrepreneurship. It may be specifically useful for courses that focus on innovation management and positioning. The case works well with class sizes from 15–50 students, depending on the approach, and can be delivered in person or in an online environment. The case was classroom tested with graduate-level students.
Research methodology Case overview/synopsis Library Legacy Builders (LLB) is a US-based nonprofit founded by Arnie Carter[1] in 2015 after a mission trip to Mexico. Initially focused on building libraries in underserved communities, LLB expanded its offerings to include mentorship programs and educational support across countries such as Mexico, Ghana, Uganda and Malawi. The case spans 2015–2023 and follows LLB’s growth from a family initiative to a global nonprofit with nearly $450,000 in annual revenue, supported by donors, volunteers and corporate partners. The case centers on Jennifer Sellers, Chief Marketing and Development Officer, who faces a strategic decision in the weeks leading up to LLB’s annual fundraising gala. Prompted by a marketing agency, LLB is considering a rebrand to better reflect its expanded mission and scope. However, timing introduces risk: rebranding before the gala could enhance positioning and attract donors but may also create stakeholder confusion and execution challenges. Students are asked to evaluate whether LLB should rebrand, when the rebrand should occur, and whether it should proceed without securing a corresponding domain name. The case highlights issues of brand alignment, stakeholder management and impact measurement, providing a platform to apply brand equity frameworks and strategic decision-making tools in a nonprofit context. Complexity academic level
