Case, Simulation & Pedagogy

The ISB has constantly endeavoured to facilitate teaching excellence and upgrade pedagogy by bringing real-world knowledge into the classroom. One of the important ways it achieves this is through the development of business cases and simulations that enrich understanding of real-life management challenges at every level. In this pursuit, we have partnered with the Richard Ivey School of Business, University of Western Ontario (Ivey), Canada to develop and promote high-quality case studies specific to India and the emerging markets with the support of ISB faculty as well as faculty from other leading B-schools worldwide.

CasesNavneet Bhatnagar, Kavil Ramachandran, Andrea Calabro, Sougata Ray. "Merck, Darmstadt: Sustaining Legacy Beyond 350 Years", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: General Management
Industry: Chemicals,Advanced materials,Pharmaceuticals
Length: 30p
Subjects covered: Organizational values, Succession issues, Leadership, Stewardship, Corporate governance, Organizational management, Family businesses, Strategy
Publication Date: October 22, 2018
This case is about the business, governance and leadership transformation of Merck - a 13th generation, family-owned, German multinational group operating in the pharmaceuticals, performance materials and life science industries. Established in 1668 as a pharmacy in Darmstadt, Germany, Merck ventured into the manufacturing of pharmaceuticals and specialty chemicals in 1827. Successfully overcoming several business and family challenges, it continued to grow. By 2017, Merck had a legacy of nearly 350 years of successful business operations, a presence in 66 countries and about 52,000 employees on its rolls. In 2017, Merck was led by Dr. Frank Stangenberg-Haverkamp (69), an 11th generation member who was the Chairman of the executive board and the family board of E. Merck KG (the group's holding company). With his 70th birthday approaching, Frank wanted to identify an able successor who could help him build the group for the next 100 years and take the Merck legacy forward.

Learning objective:
The case is intended to help the participants understand the essential building blocks of a long-lasting, multi-generational family business and specifically comprehend the role played by
(i) family values,
(ii) strategic vision, and
(iii) the owner family's adherence to their mission in transforming a family business into a long-lasting institution. This case is appropriate for MBA and Executive education programs, in courses like, Family Business Management, Governance and Strategy.

CasesS. Ramnarayan, Sunita Mehta. "Creating and Sustaining a Social Enterprise: The Vittala Story", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Social Enterprise
Industry: Health care services
Length: 17p
Subjects covered: Organizational behavior, Organizational values, Innovation, Leadership, Social enterprise, Organizational culture, Family businesses, Social responsibility
Publication Date: October 1, 2018
Vittala International Institute of Ophthalmology (Vittala), a not-for-profit orgnization was involved in providing free/highly subsidized eye care to the rural and the economically underprivileged population in the state of Karnataka, India. The case describes the challenges faced by the founder and his family in building the state-of-the-art institution and sustaining it through its difficult initial years. They had to build awareness of avoidable blindness, make eye care accessible and affordable, and develop the right networks and alliances, all within limited resources. Unlike certain eye care issues such as cataract, Vittala focused on retinal eye care problems that required periodic monitoring and treatment. Diagnosis required sophisticated and expensive equipment, which had to be made available in far-flung small towns and villages, and that posed difficulties. To address the challenges, the organization and its founders executed pioneering innovations in organizational arrangements and processes. The case closes with the dilemma facing Krishna, Director of Vittala, which was to examine how the social enterprise could enhance the revenue streams to increase Vittala's reach in providing eye to the economically disadvantaged citizens. He needs to consider issues like creating the right balance of paying and non-paying patients to ensure sustainable operations, consistent quality of care, keeping technology updated, and attracting and retaining medical staff with right skills and values. The case is significant as it highlights what is required to make healthcare accessible and affordable to the poor, and how policy measures can be executed at the ground level through appropriate organizing efforts. It describes how the founder inculcated a system of values to keep the family members together, thus contributing to the effectiveness and sustainability of the social enterprise.

Learning objective:
To understand the factors influencing the setting up of a not-for-profit enterprise in the health care sector and exposing the students to the realities of present system of health care in India; To explore the process and organizing innovations required to deliver affordable eye care to rural areas; To emphasize the importance of aligning multiple stakeholders to build effective and sustainable operations; To emphasize the importance of values in family run organizations to build togetherness.

CasesVikram Kuriyan, Soumithri Mamudipudi, Geetika Shah, Bitan Chakraborty. "Thomas Cook India: Potential Unleashed - A Journey to Value Creation", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Finance
Industry: Finance
Length: 21p
Subjects covered: Finance, General Management, Strategy
Publication Date: October 24, 2018
The case gives students an opportunity to analyze the ways in which the company's management uses Prem Watsa's value investment philosophy to guide its decisions, both in its core business and in its acquisitions. The case also gives students lessons the value investment philosophy offers to investors and managers of firms. The travel industry is beset by structural changes and new paradigms and owners have to respond to the changing environment.

Learning objective:
The changing fortunes of TCI are most apparent in the increase in its share price after making several acquisitions. The case gives students an opportunity to analyze the ways in which the company's management uses Prem Watsa's value investment philosophy to guide its decisions, both in its core business and in its acquisitions. The case also gives students an idea of how travel companies in India have had to adapt to new paradigms and what lessons the value investment philosophy offers.

CasesRuppal Walia Sharma, Mridula S. Mishra. "Greenco Enterprises India Pvt. Ltd.: Market Strategy for Frozen Snacks", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Marketing,  Entrepreneurship,  International
Industry: Retail Trade
Length: 11p
Subjects covered: Marketing,  Entrepreneurship,  International
Publication Date: November 16, 2018
In November 2016, the two co-founders of the Delhi-based Greenco Enterprises India Pvt. Ltd. were getting ready to launch a range of frozen snacks in the competitive Indian market. Their strategy was to penetrate the already established non-vegetarian frozen snacks market with fast-moving popular products and grow the vegetarian frozen snacks market with differentiated offerings. As the January 2017 launch date approached, they had to get their pricing and distribution strategy in place. For a new brand with a limited budget, securing shelf space was a challenge. The two founders wondered whether the company should focus all of its efforts on building a retail brand in the business-to-consumer segment, or whether it should consider institutional sales in the business-to-business space. How could the initial investment and running costs be balanced with the need to stay competitive in the market?

Learning objective:
This case is best suited to an undergraduate or graduate marketing management course to discuss different aspects of a strategy for launching a new brand. It can also be used in a management course to discuss pricing and distribution channels. Working through the case will give students the opportunity to
  • identify the issues involved in developing a strategy to launch a new brand;
  • determine various pricing strategies for entering a competitive market and recommend one that is most appropriate; and
  • discuss how to manage the distribution challenges faced by a new brand.

CasesShuchi Srinivasan, Akshay Milap, Pearl Malhotra, Harsh Dadhich, Ajay Kathuria. "Lemon Tree Hotels: Opening Doors for Everyone", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: General Management/Strategy, International
Industry: Other Services
Length: 18p
Subjects covered: sustainability, diversity, inclusion, strategy
Publication Date: November 28, 2018
On January 1, 2017, the head of sustainability initiatives at Lemon Tree Hotels (Lemon Tree) in India reflected on the future of the company’s inclusion and diversity initiative. Since the inception of the initiative in 2007, Lemon Tree had become the largest employer of persons with disabilities in the Indian hospitality industry. In 2014, Lemon Tree had set itself an ambitious target of increasing the share of opportunity-deprived individuals, which included mainly persons with disabilities, to 45 per cent of its workforce by the end of financial year 2025.

To remain on course to achieve this goal, the head of sustainability initiatives needed to address key areas of concern in expanding the initiative beyond its current level. For example, where would the company source and recruit persons with disabilities, what costs would be involved, and what specific types of disability would the initiative need to open itself to? While expanding the initiative, how would Lemon Tree preserve its sustainability framework, which was based on the three pillars of the triple bottom line: profit, planet, and people? Should the company instead pursue deeper integration and more gradual growth, which would allow it to consolidate its learning thus far, but would require deeper analysis of training needs and delivery? The head of sustainability initiatives felt the need to discuss these options with the senior leadership team and plan the company’s approach to best operationally and culturally integrate persons with disabilities and other opportunity-deprived individuals into its workforce.

Learning objective:
This case is best suited for management students at the postgraduate level. We recommend using the case in a strategic management, human resource management, or entrepreneurship course. Depending on the course, the case can focus on sustainability and issues of corporate social responsibility, such as integrating sustainability initiatives into business strategy; human resource management, including the management of persons with disabilities; or entrepreneurship, including building organizations that focus on a triple bottom line. After reading and analyzing the case study, students should be able to do the following:
  • Evaluate whether a for-profit organization can profitably operate socially proactive initiatives as part of its business model.
  • Devise various strategies for shifting from tokenism to creating an inclusive workforce and systematically building organizational capabilities toward mainstreaming persons with disabilities.
  • Provide a reasonable course of action that balances factual, emotional, and ethical premises.
  • Understand the role and impact of the leader's vision in framing future strategies.


CasesChandrasekhar Sripada, Geetika Shah. "Building a Great Place to Work: Intuit India", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Human Resource Management
Industry: Human resources,Computers & electronics
Length: 19p
Subjects covered: Work force management, Leadership, Hiring & employment, Human capital, Software development, Managing people
Publication Date: Feb 1, 2019
Intuit India, a fully owned subsidiary of Intuit Inc., a US multinational company, has been in the business of developing financial software for small businesses, accountants and individuals. The case is about how Intuit's India unit got to be recognized as India's no 1 ""great place to work"" through a competitive assessment among 600 of India's employers in 2017. This accomplishment was significant for Intuit India because it had toppled corporate giants like Google and American Express who had held on to the top rank in the previous years. The case narrates the history of Intuit's seven-year journey to the top rank in the Great Place to Work rankings and engages students in learning about what it takes to build a great place to work and sustain it over time. Intuit India was established in 2005, and grew to 1,050 employees on its rolls by 2017. Intuit India had consciously worked towards building a great place to work since 2010. The next seven years had been a roller-coaster ride, full of surprises and ups and downs. In its attempt to break into the top 10 and reduce its variability on the rankings, Intuit did many things that can give us insights into what it takes to build a great place to work. The case raises many questions and offers several insights in how sound HR and People Leadership practices can build a vibrant organizational culture and help build a great place to work.

Learning objective:
The objective of the case analysis and discussion is to help participants address and answer the questions across a wide range of topics in talent management, leadership, people, culture ,employer branding and Great Places to Work. This case can be taught at the MBA level as well in executive education programs. The case can be taught in courses across a range of subject areas, namely, Human Resources Management (HRM), Human Capital Strategies, Talent Management and Employee-centric leadership.

Casesarang Deo, Nithin Nemani, Sourav Singh, Nupur Jain. "Revenue Management at Sparsh Nephrocare", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Service Management
Industry: Health care services,Kidney dialysis centers
Length: 23p
Subjects covered: Business model innovation, Business to business marketing, Yield management, Health care delivery, Entrepreneurial management, Marketing, Service management, Customer service
Publication Date: Jan 31, 2019
The case describes the challenges related to topline enhancement faced by Sparsh Nephrocare, a growing chain of dialysis centers in India. In the early years of its operations (2010-2015), Sparsh grew mainly by opening new centers and focused on cost leadership to maintain profitability. However, as Sparsh's founders, Gaurav Porwal and Saurav Panda, look to raise Series B funding, they are faced with the challenge of how to fuel the next phase of growth at the existing centers. Any option worth investigating must ensure that the company's relationships with various stakeholders in a fragmented ecosystem are not adversely affected. This includes ensuring good outcomes for patients and preserving the autonomy of nephrologists and the importance of the hospitals that house these dialysis centers.

Learning objective:
At the end of this case discussion, students should be able to: 1. Explore and evaluate various avenues for revenue growth in light of the strategic value proposition of the organization and prioritize those that represent win-win opportunities, i.e., where higher revenue does not come at the expense of low quality or poor outcomes. 2. Understand the role of hospitals and specialists in B2B marketing of healthcare services in India and investigate the role of different stakeholders in managing health outcomes in a fragmented value chain. 3. Understand the challenges in capacity planning for chronic health services, where the demand growth comprises of the addition of new patients as well as increased use by existing patients.

CasesS. Ramnarayan, Sunita Mehta, E.S. Srinivas. "Symphony: Growing Through Internationalization", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Organizational Behavior
Industry: Manufacturing
Length: 16p
Subjects covered: Organizational behavior, International acquisitions, Internationalization, Leadership, Change management, Learning, Execution, Turnarounds
Publication Date: February 5, 2019
Symphony Limited, an air cooler company decided to buy International Metal Products Company (IMPCO) in 2009. IMPCO, based in Mexico manufactured industrial coolers that complemented Symphony's product line. Additionally, the acquisition provided Symphony access to the US market. IMPCO, however, was a loss making company and was on the verge of bankruptcy. On taking over IMPCO, Symphony dealt with several issues like financial crisis, operational inefficiencies, low employee productivity, IMPCO's poor brand image, lack of product innovation and weak sales and distribution. This case briefly describes the history of Symphony and outlines the various challenges faced by the organization in turning around IMPCO. The case closes with another opportunity that lands on Symphony's lap - acquisition of Munters Keruilai Air Treatment Equipment Co Ltd (MKE), an air cooler manufacturing company in China. Like IMPCO, MKE was also a loss-making air cooler company. But otherwise, the challenges and the context were starkly different in the two cases. Achal Bakeri, founder and CEO of Symphony wondered how the Symphony team should approach the newest challenge.

Learning objective:
Understand that an entrepreneurial journey often runs into a few setbacks and failures; but these crises also become sources of valuable insights if we're willing to learn from them. Understand the nature of challenges in international acquisition and the importance of managing `hard' and `soft' issues for successful acquisitions. Recognize the elements of effective execution. Gain insight into the nature of turnaround process. Analyze leadership characteristics of Level 5 leaders.

CasesSisir Debnath, Tarun Jain, Dibya Deepta Mishra. "Incentives in the Healthcare System", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Economics
Industry: Health care services,Physicians
Length: 10p
Subjects covered: Asymmetric information, Moral hazard, Economics, Incentives, Motivation, Pay for performance
Publication Date: Jan 25, 2019

This case study illustrates various incentives in the healthcare system using recent research in economics. Healthcare is important but it is difficult to objectively measure it from the perspective of providers, patients and third parties. Hence, incentives are used to motivate behavior in both providers and patients. The design of incentives is an enduring challenge and the case study tries to motivate managers to think through this problem in more detail.

Learning objective:
This case could be taught in courses which introduce incentives in an healthcare context. It could be used to provide examples of how managerial economics could be applied to analyze and drive behavior.

CasesD.V.R. Seshadri, K. Sasidhar. "A Holistic Intervention Towards Sustainable Livelihoods and Coastal Conservation: A DHAN Foundation Case", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Strategy
Industry: Agriculture, forestry, fishing & hunting
Length: 19p
Subjects covered: Disaster relief, Disaster planning, Ecosystems, Sustainability, Strategy
Publication Date: Jan 31, 2019

DHAN was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. At the same time, it had a clear vision of being only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene in the years since its inception in 1997. By 2017, it had touched the lives of 1.5 million households and was poised to reach out to another one million households over the next five years. In its mission to combat poverty, DHAN initially employed two major thematic interventions, namely, community banking and water management. However, over a period of time, it forayed into several other domains such as healthcare, education and livelihood generation in response to the dynamic requirements of its community of beneficiaries, specifically, the marginalized and the poorest of the poor in India. This case explores the theme of sustainable livelihoods and how interventions in this sphere need to be viewed and managed in an integrated manner with a conscious focus on the conservation of the larger ecosystem in which they are embedded. The case describes DHAN's various initiatives and interventions in the sustainable livelihoods arena, the challenges it encountered along the way and its innovative responses to those challenges.

Learning objective:
1. To communicate powerfully to the participants the contemporary relevance and criticality of the theme of creating sustainable livelihoods in the world, especially in countries buffeted by endemic poverty, frequent natural disasters and a shrinking natural resource base. 2. To bring out the strong interactions between climate change, global emissions, coastal conservation and livelihoods, and highlight the need to view them in a systemic perspective rather than as independent and isolated problems to be addressed separately. 3. To demonstrate how, sometimes, a fortuitous foray into an uncharted domain can be utilized as an entry point to expand or diversify into a new area where the organization can make a potential and worthwhile contribution, while sticking to its core competencies, principles and broad organizational purpose and mission. 4. To offer the insight that an organization can always find innovative means of identifying and nurturing eco-friendly initiatives in every sphere, provided there is an alert consciousness of and sensitivity to their importance.

CasesKajari Mukherjee, Sanjay Goel. "Sandu Pharmaceuticals: Family Dynamics and Succession", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: General Management/Strategy, Entrepreneurship, International
Industry: Health Care Services
Length: 10p
Subjects covered: family business, succession, three circle model, unwilling successors
Publication Date: June 28, 2019
Sandu Pharmaceuticals Ltd. (Sandu Pharmaceuticals) was a publicly listed company operating in the pharmaceuticals and health care sector. It manufactured Ayurvedic medicines. Incorporated in 1985, the company traced its history back over more than a century. The third generation was at the helm of the firm in September 2016. The company’s director, was thinking about how previous successive generations in the family had handled the challenge of absorbing family members into the business, and in particular about whether he was doing enough to prepare the next generation to take over a business that was bound to grow more rapidly in the future, given the growing concern worldwide about the cost of allopathic health care and demand for less invasive and more holistic treatments.

Learning objective:
The case can be used in a session devoted to succession planning in a family business course, both in graduate and undergraduate programs. It can also be used to understand family dynamics in the context of the confusion between ownership rights and an entitlement mindset among some family members. It effectively illustrates that mere legal succession is not of critical importance in a family firm—more important is the acceptance of the new leader by employees as well as family members. The case would be particularly useful in executive programs or management development programs aimed at experienced and active family business members. After completion of this case, students will be able to


  • Discuss how each generation of a family business must grapple with the challenges of handing over the reins to the next generation; it is a learning process for both generations;
  • Consider issues of succession from the first to the second generation, relationships among siblings and cousins, and the distribution of individual power in a family firm;
  • Understand formal institutions and mechanisms of family governance (e.g., a family constitution); and
  • Use various frameworks and tools to analyze a family business.

CasesS.R. Asokan, Harekrishna Misra. "Amalsad Cooperative: Process Innovation in Commodity Trading", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: General Management/Strategy,  International
Industry: Agriculture, Forestry, Fishing and Hunting
Length: 15p
Subjects covered: Agriculture, Forestry, Fishing and Hunting
Publication Date: June 18, 2019
In June 2017, executives from Amalsad Vibhag Vividh Karyakari Sahakari Khedut Mandali Ltd. (Amalsad Cooperative) met to consider possible changes to the cooperative’s interventions in commodity marketing, particularly, whether further interventions would benefit member farmers. Linking a unique reward and penalty scheme to the grade supplied by the farmers and directly supplying produce to the terminal market in Delhi had resulted in a 15 per cent increase in the farmers’ income. Streamlining the entire process—from receiving the commodity, grading and sorting the supply, to paying the farmers—had considerably reduced delays. The chairperson of the Amalsad Cooperative, which covered farmers from 17 villages near the town of Amalsad, in India, was pleased that reengineering the commodity marketing process had not only fetched a better price but had also eliminated the inefficiencies associated with marketing through the traditional channel—the Agricultural Produce Marketing Committee trading yards, or mandies. However, he wondered whether further refining the grades would enhance the income of the members and asked his executives what other processes could be modified to benefit the members, especially in rendering services.

Learning objective:
The case can be used in courses like agribusiness, supply-chain management, strategic marketing, and process innovation in graduate and executive-level programs After completing the case and answering the assignment questions, students will be able to do the following:


  • Explain the agriculture produce commodity marketing and supply chain in a developing country like India.
  • Compare and contrast the business model followed by cooperatives with those of other forms of business.
  • Describe the complexities involved in reengineering the process of commodity marketing to make it more efficient.
  • Outline the role of information technology in improving agricultural commodity marketing and providing financial services to the cooperative’s farmer members.

CasesChirantan Chatterjee, Vigneshwar Jaiprakash, Geetika Shah. "Journey to $100 Million: Mettl, an Indian Online Assessment Startup", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Entrepreneurship
Industry: Technology
Length: 15p
Subjects covered: Emerging markets, Policy making, Entrepreneurship, Innovation, Technology, Business & government relations, Human capital
Publication Date: Jan 31, 2019

The case can be used in a session on entrepreneurship, disruptive technology innovation, or focus as an aspect of strategy. The case profiles Mettl Inc., an Indian online assessment startup, as it lays the groundwork for becoming one of India's first software as a service (SAAS) companies to breach the USD 100 million threshold. Solving for flexibility, system resilience, dispersed geographical spread of candidates and test integrity, Mettl was looking to develop a viable alternative to traditional assessment methods. The case provides an outline of the assessment industry and the factors that influence Mettl's market strategy. Using the personal journeys of Mettl's founders Ketan Kapoor and Tonmoy Shingal as a narrative hook to play itself out, the case traces the conception of their initial vision and examines the market forces that led them to pivot and build a technology platform that delivered assessments. It goes on to chronicle Mettl's journey from the garage to a dedicated office in the Indian National Capital Region (NCR). Successes, setbacks and the factors on which they are predicated are discussed in detail. The case also chronicles various rounds of funding and provides critical insights into the thinking of India's pre-eminent early stage venture capitalists. It then ventures to put this initial success in perspective and asks the hard question about the future of the enterprise: How would Kapoor and Shingal traverse the road to 100 million?

Learning objective:
  • To help students see that technologies, while they have the potential to be disruptive, need to be stewarded to market to be ultimately successful.
  • To set the stage for a discussion on "focus as a key construct of strategy.

CasesSaumya Sindhwani, Lakshmi Appasamy. "Verka: Transforming a 50-Year-Old Government Cooperative Into A Profitable Enterprise", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: General Management
Industry: Dairy products,Agricultural cooperatives
Length: 23p
Subjects covered: Turnaround strategies, Leadership, General management, Competitive strategy, Organizational transformations, State-owned enterprises, Leadership qualities
Publication Date: May 28, 2019

The case, set in August 2017 in the state of Punjab, India, follows the transformational efforts of Manjit Singh Brar, the Managing Director of Punjab State Cooperative Milk Producers' Federation Limited (Milkfed), the apex body of Punjab's dairy farmers' union. He had taken the reins of the cooperative in March 2015 after holding several top-level administrative positions as a civil servant. At the time of his appointment as the MD, the cooperative was witnessing a decline in its revenue and profit growth. More importantly, Milkfed's brand, Verka, was under siege from Amul, a brand of Gujarat Cooperative Milk Marketing Federation (GCMMF), which had invaded the Punjab market. Brar was tasked to turn around the cooperative and also to tackle the threat posed by Amul, a pan-national brand that was not only financially resourceful but also managed by a team of dairy technocrats and commercial experts. After securing the government's mandate for his transformation roadmap, Brar rolled out measures to overhaul the organization and shake it out of its bureaucratic complacency. He instituted accountability and efficiency across the organization by implementing commercial management principles and practices. He also put the cooperative on the track to attaining sustained growth in revenue and profitability by revamping its brand positioning, distribution and advertising, and by tweaking the product mix. Brar reinforced Verka's competitive advantage by unleashing defensive strategies and established new means of growing its revenue and market share to fortify its leadership position in the market against Amul. As a financially resourceful brand with a robust procurement network across the nation, Amul was keen on starting a price war in Punjab and disrupting both ends of Verka's value chain. Brar had to find the means to grow Verka's revenue and profits amid tough competition from Amul.

Learning objective:
The case could be used for graduate, post graduate students of business administration as well as EMBA students to teach concepts such as organizational transformation, leadership and competitive strategy. Students will learn to manage the operational constraints of leading change in cooperatives, overcome organizational transformation challenges, plan, implement and lead change, turnaround organization and evaluate competitive positioning and implement right strategies.

CasesSaumya Sindhwani, Lakshmi Appasamy. "Project Sashakt: The Scaling-Up Dilemma of a Women's Empowerment Initiative in India", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Social Enterprise
Industry: Social advocacy organizations
Length: 12p
Subjects covered: Social entrepreneurship, Strategic analysis, Nonprofit organizations, Community development, Strategy, Creating a business case
Publication Date: May 28, 2019

The case, set in October 2017, follows the predicament of two enterprising young women, Saranya Das Sharma (Saranya) and Aamiya Viswanathan (Aamiya ), the founders of Project Sashakt. After learning that a large number of girls dropped out of school after reaching puberty due to lack of access to affordable disposable sanitary napkin and the adverse impact on the environment caused by the rampant use of disposal of non-indegradable sanitary napkins, Saranya and Aamiya founded Project Sashakt (Sashakt). It crowdsourced fund and procured 100% compostable sanitary pads that it distributed free of cost to the beneficiaries in and around Delhi. In addition, Sashakt conducted awareness workshops and outreach programs to educate the girls on MHM and dispel the taboos surrounding menstruation and they eventually extended their outreach programs to nearby slums. Sashakt's suppliers, Aasma Foundation and Aakar Innovations, were supportive of the cause and supplied biodegradable sanitary napkins at subsidized prices. Yet, as Sashakt grew, in order to become financially self-reliant and sustainable, the founders began to seriously consider the idea of vertically integrating the operations by setting up a biodegradable sanitary pad manufacturing unit in a village in Bihar, a state in Eastern India with poor gender parity indicators. They hoped that the manufacturing unit would not only create employment opportunities for disadvantaged rural women but also produce cost-competitive supplies for the project's free distribution drives, thereby scaling the scope and impact of Sashakt. The proposed venture involved a large capital outlay, yet that was the least of their concerns. They were more concerned about the potential implications of a non-profit transitioning into a social enterprise and the challenges and risks involved in setting up - and scaling up - the proposed venture.

Learning objective:
The students can learn to address the issues that surface when a nonprofit entity transitions to a social enterprise. They will learn to evaluate and choose right scaling strategies, assess factors when structuring a social enterprise and manage the risks involved in it. The case is also a good means to expose students to the elements involved in decisions regarding manufacturing strategy and business proposal evaluation, in general.

CasesSwati Sisodia, D.V.R. Seshadri, Ratan Jalan, Prakash Satyavageeswaran. "Fernandez Hospital: Pioneering Excellence in Maternal and Newborn Healthcare", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: SStrategy
Industry: Healthcare
Length: 19p
Subjects covered: Value propositions, Entrepreneurship, Ambidextrous organizations, Marketing, Business models, Competitive advantage, Growth strategy, Strategy, Implementing strategy
Publication Date: Jun 12, 2019

The case explores the journey of Fernandez Hospital (FH) and its evolution from a small maternity clinic to a tertiary-level hospital for women and children with a focus on accessible and high-quality healthcare in the areas of obstetrics and gynecology. Dr. Evita Fernandez, CEO of FH, was a vocal advocate of natural birth, contrary to the trend towards Caesarean section (C-section) deliveries seen in most hospitals across India. The case is set in the year 2014 and deliberates on the options that Dr. Fernandez had at different stages of FH's journey and the strategic decisions that she and her team made and implemented. It showcases the challenges FH faced in deciding what to do next while keeping its values intact. From studying the case, students will appreciate the need for organizations to develop a framework to help them analyze their current situation, establish priorities, identify opportunities, and make rational and well-informed decisions about the future. Dr. Fernandez had an expansive purpose of enabling safe deliveries in society at large. While an expansion of the existing hospitals may achieve this goal to the limited extent of enabling safe deliveries within her hospitals, it would not result in a much wider preference across the country for natural deliveries over C-section deliveries. The case ends with Dr. Fernandez and her team contemplating various options available to them.

Learning objective:
To understand the business model of an organization, particularly in the healthcare space. To understand different strategic options for growth. To understand and choose from the three value-based strategies, namely, product leadership, customer intimacy and operational excellence. To understand the need for ambidexterity in an organization.

CasesD.V.R. Seshadri, K. Sasidhar. "Grooming Young Graduates as Committed Development Professionals: Dhan Academy and the Dilemma of Doing Well By Doing Good", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Strategy
Industry: Educational services
Length: 28p
Subjects covered: Education, Rural entrepreneurship, Innovation, Learning, Strategy
Publication Date: Jun 17, 2019

DHAN was a non-government organization (NGO) with a difference. It was neither a philanthropic institution nor a service organization but a development organization focused on grassroots development aided by professional management. At the same time, it had a clear vision of being only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene by 2017. It had touched the lives of 1.5 million households during the course of its nearly 20-year journey and was poised to reach out to another one million households over the next five years. While DHAN initially drove two major thematic interventions to combat poverty, namely, community banking and water management, it made forays into several other domains such as healthcare, education and livelihood generation over a period of time in response to the dynamic requirements of the community of beneficiaries. This case focuses on the story of DHAN's foray into education; more specifically, its pioneering initiative to create an innovative model of management education, which was distinctly oriented to the needs of the development sector. It traces the genesis and evolution of Tata-DHAN Academy (TDA), the process of institution building and the steady and gradual unfolding of its educational model. Finally, the case homes in on the strategic dilemma TDA faces after an eventful 17-year journey, as it stands on the threshold of a new phase, and captures the complexity of the challenges it could encounter going forward.

Learning objective:
  • To explore the complex process of pioneering an innovative model of education and the challenges entailed in mobilizing the required intellectual and financial resources.
  • To highlight the intrinsically evolutionary character of nurturing and stabilizing the model.
  • To underscore the need for institutions to undertake a strategic review periodically to provide them with renewed impetus and a sense of direction.
  • To illuminate the alternative model of active learning and its enormous potential in redefining and enriching the character of classroom.

CasesJitendra Kumar Das, Shilpi Jain, Sriparna Basu, Bishakha Majumdar. "Organic Wellness: Influencing Consumer Decisions via Cause Marketing", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Marketing,  Entrepreneurship,  International
Industry: Agriculture, Forestry, Fishing and Hunting
Length: 16p
Subjects covered: cause marketing, organic products, entrepreneurship, social media marketing
Publication Date: November 16, 2018
Organic Wellness Products Private Limited (Organic Wellness) was founded in 2015 with the aim to create a sustainable venture for organic products that would boost agricultural entrepreneurship and benefit society by generating rural employment and value creation. By May 2018, Organic Wellness’s market had grown considerably, and the company was exporting to 27 countries around the world and had a pan-Indian presence. While its innovative marketing strategy—free of big spending—had worked well for the organization, the founder needed to decide if he would continue with the same style of cause-related marketing, or whether it was time to invest in marketing channels to create better consumer outreach.

Learning objective:
This case focuses on issues centred on financial sustainability, scalability, and impact maximization in organic farming ventures and their interlinkages. It is recommended for use in a graduate-level course on entrepreneurship and business models; innovative marketing strategy; or social innovation. Students will need a prior understanding of strategic management and marketing concepts. By working through the case and assignment questions, students will have the opportunity to understand the following:
  • The theory of cause-related marketing and the role that emotions play in such marketing campaigns.
  • How applications of the above concepts in marketing strategy can influence people’s decisions and create a win-win situation for all stakeholders.
  • The role, challenges, and opportunities of entrepreneurship in agriculture in an emerging market like India.
  • How a start-up enterprise built its capabilities by organically selling through social media, without a sales force.

CasesNeena Sondhi, Rituparna Basu. "Nappa Dori: Crafting the Branding Strategy", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Marketing,  Entrepreneurship,  International
Industry: Retail Trade 
Length: 15p
Subjects covered: marketing, branding strategy, luxury brands, emerging markets
Publication Date: August 30, 2019
The Indian luxury leather brand Nappa Dori, founded in 2010 in Delhi, had a product range that included a luxury line of trunks, bags, accessories, and bespoke projects for its prestigious clients, which included international luxury hotels and airlines. The brand had earned worldwide recognition from global luxury clients, and by 2017, it had seven stores, a design studio, and two caf├ęs in India as well as one destination store at a luxury resort in the Maldives. The company’s self-taught designer-owner wanted his brand to be globally recognized as an affordable luxury brand from India by 2020. However, he often wondered whether his brand story was on the right track. For instance, was it a good idea to expand into related categories while creating a unique user experience? Should Nappa Dori focus on setting up shops in luxury destinations around the world? Did the young brand have the right story to resonate with globe-trotting luxury connoisseurs? To build a global luxury brand, the firm needed to craft a unique experience that resonated with luxury connoisseurs. The founder knew that what had started as an organic exploration into luxury now needed a well-crafted blueprint as it entered the next phase of sustainable growth toward achieving global recognition.

Learning objective:
The case is suitable for use in foundations courses in marketing management, strategic marketing and brand management, and luxury brand management at the graduate level. It provides learners with an opportunity to study the macro-environment of luxury markets and comprehend how they determine a firm’s current and future business strategy in national and global contexts. After completion of this case, students will be able to
  • identify and describe the critical elements of a company’s business and marketing strategy;
  • analyze a luxury brand’s architecture using conceptual brand models;
  • assess the effectiveness of a company’s business performance by analyzing its financial statements from a strategic marketing perspective;
  • identify and evaluate various growth options and branding strategies available to an evolving luxury brand; and
  • identify key elements of the selected strategic alternatives for the brand.

CasesVidya Suresh, M Selvalakshmi. "Smaart Home Furniture: Adding Value by Adding Services", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: General Management/Strategy,  Entrepreneurship
Industry: Manufacturing
Length: 8p
Subjects covered: services, furniture, scaling up, manufacturing
Publication Date: September 6, 2019
In 2016, the founder and managing director of Smaart Home Furniture, a furniture manufacturer in southern India, faced a dilemma. Although the business remained profitable, it was facing stiff competition from local players, branded and non-branded players, and online retail stores. The founder and managing director was considering extending his manufacturing business by also offering sofa servicing, which would require changes in the company’s production, organization, and management. It would also require a rethinking of the firm’s approach and interaction with its consumers. Should he start offering services? If so, should sofa servicing be launched as a separate entity or as part of the offerings of the existing manufacturing unit?

Learning objective:
This case is intended for an undergraduate- or graduate-level course on general management, strategic management, or services marketing. It is also suitable for courses related to the service industry and small enterprise management. After working through the case and assignment questions, students will be able to
  • demonstrate the interdependency between the manufacturing sector and the services sector;
  • explain the challenges in marketing both a product and after-sales services;
  • develop the service concept using the flower-of-service framework; and
  • discuss the entrepreneurial business spirit needed to look beyond the obvious.

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