Pub Date : 2023-12-29DOI: 10.1108/eemcs-07-2023-0246
Neha Singh, Sana Moid, Naela Jamal Rushdi, Nitin Shankar
Learning outcomes The case’s resolution will inspire students to engage in critical analysis of the hurdles encountered by Madhubani Paints amid the pandemic. It will prompt them to dissect cause-and-effect chains stemming from decisions made during this period, fostering a mindset of critical thinking and problem-solving. Additionally, it aims to cultivate a profound comprehension of the Indian entrepreneurial landscape, highlighting the pivotal role of micro-enterprises and women entrepreneurship. Furthermore, it will task students with brainstorming inventive solutions to the specific challenges faced by Madhubani Paints, particularly focusing on differentiation strategies and enhancing customer engagement in the online marketplace. The case highlights the strategic utilization of digital avenues for business expansion, showcasing how Madhubani Paints not only persevered through a challenging pandemic but excelled, securing 35% of its revenue through digital channels. Case overview/synopsis Madhubani Paints was a micro-enterprise in the small town of Darbhanga (India) that traded hand-painted products. The protagonist had a strong interest in Madhubani painting, and her enthusiasm led her to establish her own micro-enterprise. This case study highlights the protagonist’s journey towards entrepreneurship and what were the challenges faced during the COVID-19 pandemic. Additionally, the case study showcases how micro-enterprises leverage digital technologies to improve their business performance. Through this case study, students will be able to learn what the contribution of an entrepreneur is to the development of our society and will understand the fundamental concept of marketing and entrepreneurship. Complexity academic level The case study can be used in management for the course of marketing and entrepreneurship and is appropriate for post-graduate students. Discussion would be the most appropriate method for teaching this case study. The students would need to understand the concept of marketing mix, segmentation and targeting and the basics of marketing strategy to ensure effective learning. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.
{"title":"Finding a digital silver line during COVID-19 pandemic: a case of Madhubani Paints","authors":"Neha Singh, Sana Moid, Naela Jamal Rushdi, Nitin Shankar","doi":"10.1108/eemcs-07-2023-0246","DOIUrl":"https://doi.org/10.1108/eemcs-07-2023-0246","url":null,"abstract":"Learning outcomes The case’s resolution will inspire students to engage in critical analysis of the hurdles encountered by Madhubani Paints amid the pandemic. It will prompt them to dissect cause-and-effect chains stemming from decisions made during this period, fostering a mindset of critical thinking and problem-solving. Additionally, it aims to cultivate a profound comprehension of the Indian entrepreneurial landscape, highlighting the pivotal role of micro-enterprises and women entrepreneurship. Furthermore, it will task students with brainstorming inventive solutions to the specific challenges faced by Madhubani Paints, particularly focusing on differentiation strategies and enhancing customer engagement in the online marketplace. The case highlights the strategic utilization of digital avenues for business expansion, showcasing how Madhubani Paints not only persevered through a challenging pandemic but excelled, securing 35% of its revenue through digital channels. Case overview/synopsis Madhubani Paints was a micro-enterprise in the small town of Darbhanga (India) that traded hand-painted products. The protagonist had a strong interest in Madhubani painting, and her enthusiasm led her to establish her own micro-enterprise. This case study highlights the protagonist’s journey towards entrepreneurship and what were the challenges faced during the COVID-19 pandemic. Additionally, the case study showcases how micro-enterprises leverage digital technologies to improve their business performance. Through this case study, students will be able to learn what the contribution of an entrepreneur is to the development of our society and will understand the fundamental concept of marketing and entrepreneurship. Complexity academic level The case study can be used in management for the course of marketing and entrepreneurship and is appropriate for post-graduate students. Discussion would be the most appropriate method for teaching this case study. The students would need to understand the concept of marketing mix, segmentation and targeting and the basics of marketing strategy to ensure effective learning. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":" 52","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139144516","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-25DOI: 10.1108/eemcs-07-2022-0241
Camilo Antonio Mejia Reatiga, David Juliao, Andres Castellanos
Learning outcomes This case study seeks to develop the analytical and critical thinking skills of the students so that they can not only understand and carry out a comprehensive diagnosis of the case in its facets of entrepreneurship but also see reflected the inherent difficulties of the process and how these can be overcome, based on available resources and capabilities. In the same way, it seeks to develop students’ capacity for critical analysis when making a decision in which, on the one hand, there is a very large market potential that they can try to exploit, taking into account the political transformation that modifies the rules of the game with which the business began, in addition, of course, to the case of a security breach specified in the case and, on the other hand, the possibility of resigning, avoiding greater losses. Case overview/synopsis This case study exposes the situation of the company Max Drone Venezuela, which had been dedicated to the service, repair and training of drones. This family-owned company had gone through a series of stages that clearly exemplified how environmental factors served to identify opportunities in the early stages of the business, promote strategic actions to maintain itself, guide the course to sustain itself and seek development in hostile environments. Complexity academic level Given the characteristics of this case study, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school). Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.
学习成果 本案例研究旨在培养学生的分析和批判性思维能力，使他们不仅能够理解和全面分析案例中 的创业问题，而且能够看到创业过程中固有的困难，以及如何根据现有资源和能力克服这些 困难。同样，它还力求培养学生在做出决定时的批判性分析能力，一方面，他们可以尝试开发巨大的市场潜力，同时考虑到政治变革改变了企业开始时的游戏规则，当然，除了案例中规定的安全漏洞情况，另一方面，他们也可以辞职，避免更大的损失。本案例研究揭示了委内瑞拉 Max Drone 公司的情况，该公司一直致力于无人机的服务、维修和培训。这家家族企业经历了一系列阶段，清楚地体现了环境因素是如何在企业早期阶段发现机遇、促进维持自身的战略行动、指导持续发展的路线以及在恶劣的环境中寻求发展的。复杂性学术水平鉴于本案例研究的特点，它可用于商业或工商管理、市场营销、经济学或相关专业学生的教学，也可用于高等院校或研究生院（研究生院）。
{"title":"Max Drone: environmental influence on a company","authors":"Camilo Antonio Mejia Reatiga, David Juliao, Andres Castellanos","doi":"10.1108/eemcs-07-2022-0241","DOIUrl":"https://doi.org/10.1108/eemcs-07-2022-0241","url":null,"abstract":"Learning outcomes\u0000This case study seeks to develop the analytical and critical thinking skills of the students so that they can not only understand and carry out a comprehensive diagnosis of the case in its facets of entrepreneurship but also see reflected the inherent difficulties of the process and how these can be overcome, based on available resources and capabilities. In the same way, it seeks to develop students’ capacity for critical analysis when making a decision in which, on the one hand, there is a very large market potential that they can try to exploit, taking into account the political transformation that modifies the rules of the game with which the business began, in addition, of course, to the case of a security breach specified in the case and, on the other hand, the possibility of resigning, avoiding greater losses.\u0000\u0000Case overview/synopsis\u0000This case study exposes the situation of the company Max Drone Venezuela, which had been dedicated to the service, repair and training of drones. This family-owned company had gone through a series of stages that clearly exemplified how environmental factors served to identify opportunities in the early stages of the business, promote strategic actions to maintain itself, guide the course to sustain itself and seek development in hostile environments.\u0000\u0000Complexity academic level\u0000Given the characteristics of this case study, it can be used for the teaching and learning of business or business administration, marketing, economics or related students, at higher or postgraduate levels (graduate school).\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS3: Entrepreneurship.\u0000","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"39 7","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138943741","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-13DOI: 10.1108/eemcs-06-2021-0203
Sadaf Taimoor, Javaria Abbas, Beenish Tariq
Learning outcomes The learning outcomes of this case study are to understand and apply the PESTLE framework with a special focus on sociocultural nuances of a conservative society, appreciate the role of innovation and effective leadership in the success of entrepreneurial ventures, understand the bricolage theory to critically evaluate the role of entrepreneurs as agents of social change and develop monetization strategies for digital start-ups and recommend strategies that would help social enterprises to strike the right balance between their social aspirations and commercial goals. Case overview/synopsis In March 2020, Kanwal Ahmed, founder of the much-lauded Facebook group Soul Sisters Pakistan (SSP), was posed with a critical situation. SSP’s first face-to-face member meetup, which had been hyped up by Pakistanis residing in Canada for months, had to be called off due to the advent of COVID-19. What worried Ahmed was not just the immediate impact of the postponement; rather, she was more concerned about how her social enterprise would sustain in the longer run. The new normal had changed the way businesses operated; tried and tested revenue generation strategies of SSP would neither be feasible in a COVID-stricken world nor reap the same results. Ahmed knew that her social enterprise could have a far-reaching impact in a pandemic-stricken world. However, she was unsure about how to monetize her business model so as to ensure steady revenue generation streams that would keep the enterprise afloat. Ahmed knew that the clock was ticking, and she had to act quickly and think of ways to ensure SSP’s long-term sustenance. Complexity academic level This case study is suitable for undergraduate students enrolled in courses of entrepreneurship and strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Sustaining the sisterhood: Soul Sisters Pakistan (SSP)","authors":"Sadaf Taimoor, Javaria Abbas, Beenish Tariq","doi":"10.1108/eemcs-06-2021-0203","DOIUrl":"https://doi.org/10.1108/eemcs-06-2021-0203","url":null,"abstract":"Learning outcomes\u0000The learning outcomes of this case study are to understand and apply the PESTLE framework with a special focus on sociocultural nuances of a conservative society, appreciate the role of innovation and effective leadership in the success of entrepreneurial ventures, understand the bricolage theory to critically evaluate the role of entrepreneurs as agents of social change and develop monetization strategies for digital start-ups and recommend strategies that would help social enterprises to strike the right balance between their social aspirations and commercial goals.\u0000\u0000Case overview/synopsis\u0000In March 2020, Kanwal Ahmed, founder of the much-lauded Facebook group Soul Sisters Pakistan (SSP), was posed with a critical situation. SSP’s first face-to-face member meetup, which had been hyped up by Pakistanis residing in Canada for months, had to be called off due to the advent of COVID-19. What worried Ahmed was not just the immediate impact of the postponement; rather, she was more concerned about how her social enterprise would sustain in the longer run. The new normal had changed the way businesses operated; tried and tested revenue generation strategies of SSP would neither be feasible in a COVID-stricken world nor reap the same results. Ahmed knew that her social enterprise could have a far-reaching impact in a pandemic-stricken world. However, she was unsure about how to monetize her business model so as to ensure steady revenue generation streams that would keep the enterprise afloat. Ahmed knew that the clock was ticking, and she had to act quickly and think of ways to ensure SSP’s long-term sustenance.\u0000\u0000Complexity academic level\u0000This case study is suitable for undergraduate students enrolled in courses of entrepreneurship and strategy.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"201 S602","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139006282","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-13DOI: 10.1108/eemcs-10-2022-0375
Natasha Rech, Abdullah Verachia, Manoj Dayal Chiba
Learning outcomes After completion of this case study, students should be able to reflect on the concept of creating shared value and then determine whether Shesha Geza can be referred to as a shared value company and, if so, what level of shared value it demonstrates. They will be able to subjectively and objectively understand the possible meaning of when a social enterprise embarks on a strategy to scale the organisation; clarity of construct will enable managers to better plan and successfully implement scalability goals. They will also be able to recognise, once scalability goals are better understood and planned, that there are a multitude of intra-organisational levers and drivers that may contribute to the organisation’s ability to scale its operations, which are related to specific internal organisational capabilities of social enterprise companies. In addition, there are situational factors that may affect the business either positively or negatively in relation to the scalability success of which a social entrepreneur should be aware. Case overview/synopsis In April 2021, Dean Boniface and his brother, Roger, had just signed off a new informational video for their Shesha Geza innovation, a low-cost hand-washing station designed for use at commuter hubs and high-traffic areas across the African continent. The unit used diluted chlorine instead of alcohol-based sanitisers to ensure a more expedient and sustainable solution, one better suited to Africa’s logistical challenges. Boniface, the co-founder of Vue Architects, had conceptualised the idea of the hand-washing hub during South African Government’s enforced COVID-19 lockdown from 27 March 2020 to 1 May 2020. Shesha Geza’s speed to market was a key contributor to its successful response in solving a critical social need. Throughout 2020, Boniface and his team built successful partnerships and secured an impressive order pipeline within a short span. Export opportunities across Africa, installations and maintenance of a sizable number of units across South Africa and the development of a behavioural change programme aimed at hygiene in schools kept the momentum going in the business. However, a year into the business and the future sustainability of a crisis–response enterprise and the ability of a shared value enterprise to scale were playing on Boniface’s mind. He was worried about the future of the small resource-constrained business. Holding onto the mental map of everything the team had learned over the past year, Boniface was confident about one thing: “All the programmes we build around Shesha Geza are value-adds to our current business. Hand hygiene will not diminish after COVID-19; it will continue to be an important social issue across the African continent.” Complexity academic level This case is intended for discussion in post-graduate-level courses such as an MBA and in postgraduate courses focused on business model innovation or on creating shared value. This case is s
{"title":"Repositioning for the future: African hand-washing innovation Shesha Geza streamlines its strategic direction","authors":"Natasha Rech, Abdullah Verachia, Manoj Dayal Chiba","doi":"10.1108/eemcs-10-2022-0375","DOIUrl":"https://doi.org/10.1108/eemcs-10-2022-0375","url":null,"abstract":"Learning outcomes\u0000After completion of this case study, students should be able to reflect on the concept of creating shared value and then determine whether Shesha Geza can be referred to as a shared value company and, if so, what level of shared value it demonstrates. They will be able to subjectively and objectively understand the possible meaning of when a social enterprise embarks on a strategy to scale the organisation; clarity of construct will enable managers to better plan and successfully implement scalability goals. They will also be able to recognise, once scalability goals are better understood and planned, that there are a multitude of intra-organisational levers and drivers that may contribute to the organisation’s ability to scale its operations, which are related to specific internal organisational capabilities of social enterprise companies. In addition, there are situational factors that may affect the business either positively or negatively in relation to the scalability success of which a social entrepreneur should be aware.\u0000\u0000Case overview/synopsis\u0000In April 2021, Dean Boniface and his brother, Roger, had just signed off a new informational video for their Shesha Geza innovation, a low-cost hand-washing station designed for use at commuter hubs and high-traffic areas across the African continent. The unit used diluted chlorine instead of alcohol-based sanitisers to ensure a more expedient and sustainable solution, one better suited to Africa’s logistical challenges. Boniface, the co-founder of Vue Architects, had conceptualised the idea of the hand-washing hub during South African Government’s enforced COVID-19 lockdown from 27 March 2020 to 1 May 2020. Shesha Geza’s speed to market was a key contributor to its successful response in solving a critical social need. Throughout 2020, Boniface and his team built successful partnerships and secured an impressive order pipeline within a short span. Export opportunities across Africa, installations and maintenance of a sizable number of units across South Africa and the development of a behavioural change programme aimed at hygiene in schools kept the momentum going in the business. However, a year into the business and the future sustainability of a crisis–response enterprise and the ability of a shared value enterprise to scale were playing on Boniface’s mind. He was worried about the future of the small resource-constrained business. Holding onto the mental map of everything the team had learned over the past year, Boniface was confident about one thing: “All the programmes we build around Shesha Geza are value-adds to our current business. Hand hygiene will not diminish after COVID-19; it will continue to be an important social issue across the African continent.”\u0000\u0000Complexity academic level\u0000This case is intended for discussion in post-graduate-level courses such as an MBA and in postgraduate courses focused on business model innovation or on creating shared value. This case is s","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"28 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139004885","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-13DOI: 10.1108/eemcs-03-2023-0089
Shailavi Modi, Vedha Balaji
Learning outcomes The case study has several objectives: to gauge the evaluation of the direct-to-consumer industry in the economy of India, to analyse the competition of the brands, to ascertain the evolution of smaller direct-to-consumer (DTC) brands on the purchasing capacity of consumers, to analyse challenges in branding in Tier 2 and 3 cities and to evaluate the strategic branding decisions of Mamaearth. Case overview/synopsis During her pregnancy, Ghazal Alagh and her husband Varun Alagh, the co-founders of Mamaearth, were looking for some good and natural products for their baby’s skincare. However, she could not find products that were 100% safe. Hence, as a concerned mother, she started using a few hands-on home remedies for her baby, which were 100% organic, and then the idea clicked to her to start a baby care brand named Mamaearth, which later also included personal care products. The company started as a DTC/internet-first brand in 2016, which only used to sell products online without any intermediaries when it was still trying to make its way in the market and was aware of the stiff competition by giants such as Hindustan Unilever and Proctor & Gamble, who were ruling the market for decades. When the COVID-19 pandemic hit, the market saw a shift in consumer buying patterns. There was greater use of e-commerce touch points for shopping, as various digital platforms such as the official site of products, social media and mobile platforms were used by consumers during the pandemic, leading to digitalization in buying and digitalization of consumer shopping journey. These technology platforms were expected to play a substantial role in reaching and creating consumer awareness, transaction and retention post-COVID according to reports by Deloitte 2020. Moreover, such a shift in behaviour amidst the COVID-19 pandemic shot up sales of this DTC brand and made itself the big shot it is today, where they were looking to get into an initial public offering in just seven years of its launch. They re-evaluated their strategy, which helped them become the biggest brand in no time. Complexity academic level This case study is suitable for Doctor of Philosophy students. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing.
{"title":"Mamaearth: from a mother’s dilemma to a multi-crore brand","authors":"Shailavi Modi, Vedha Balaji","doi":"10.1108/eemcs-03-2023-0089","DOIUrl":"https://doi.org/10.1108/eemcs-03-2023-0089","url":null,"abstract":"Learning outcomes\u0000The case study has several objectives: to gauge the evaluation of the direct-to-consumer industry in the economy of India, to analyse the competition of the brands, to ascertain the evolution of smaller direct-to-consumer (DTC) brands on the purchasing capacity of consumers, to analyse challenges in branding in Tier 2 and 3 cities and to evaluate the strategic branding decisions of Mamaearth.\u0000\u0000Case overview/synopsis\u0000During her pregnancy, Ghazal Alagh and her husband Varun Alagh, the co-founders of Mamaearth, were looking for some good and natural products for their baby’s skincare. However, she could not find products that were 100% safe. Hence, as a concerned mother, she started using a few hands-on home remedies for her baby, which were 100% organic, and then the idea clicked to her to start a baby care brand named Mamaearth, which later also included personal care products. The company started as a DTC/internet-first brand in 2016, which only used to sell products online without any intermediaries when it was still trying to make its way in the market and was aware of the stiff competition by giants such as Hindustan Unilever and Proctor & Gamble, who were ruling the market for decades. When the COVID-19 pandemic hit, the market saw a shift in consumer buying patterns. There was greater use of e-commerce touch points for shopping, as various digital platforms such as the official site of products, social media and mobile platforms were used by consumers during the pandemic, leading to digitalization in buying and digitalization of consumer shopping journey. These technology platforms were expected to play a substantial role in reaching and creating consumer awareness, transaction and retention post-COVID according to reports by Deloitte 2020. Moreover, such a shift in behaviour amidst the COVID-19 pandemic shot up sales of this DTC brand and made itself the big shot it is today, where they were looking to get into an initial public offering in just seven years of its launch. They re-evaluated their strategy, which helped them become the biggest brand in no time.\u0000\u0000Complexity academic level\u0000This case study is suitable for Doctor of Philosophy students.\u0000\u0000Supplementary material\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 8: Marketing.\u0000","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"217 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139005828","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-13DOI: 10.1108/eemcs-06-2023-0205
Sanjay Chaudhary, Shantanu Trivedi
Learning outcomes An instructor engaged students in managing and reporting sustainability initiatives at an organisation. After completion of the case study discussion, the students will be able to critique the sustainability initiatives that can be undertaken at an organisation; understand sustainability reporting; analyse how result-based management aids in sustainability report preparation; recommend critical considerations for conducting a sustainability impact assessment by an educational institute. The case contributed to the growing knowledge base about reporting sustainability initiatives at an organisation and managing them to aid in decision-making. The case called for better integration between sustainability activities and reporting under organisations’ Sustainable Development Goals (SDGs) or environmental, social and governance (ESG) reporting. Case overview/synopsis Ajay served as the head of the management department and a leading member of the sustainability initiatives at University Alpha, Delhi NCR, India. He was assigned the task of publishing the university’s annual report. The management had requested him to consider preparing a standalone sustainability report for the university. He began the task by examining the benefits of standalone sustainability reporting. He proceeded to analyse the specifics of SDG reporting, SDG Accord reporting and ESG reporting using the Global Reporting Initiative guidelines. During discussions with a consultant, the necessary steps for creating an SDG-only report and an integrated SDG and ESG sustainability report were clarified. Guidance from an expert led to an intention to use a result matrix in preparing the sustainability report and ongoing impact assessment of SDG initiatives for reporting. The dilemma involved deciding between continuing with the sustainability initiative listing in the annual reports or opting for a standalone sustainability report. Critical considerations concerning the sustainability impact assessment of SDG-related activities at an educational organisation were also explored. Complexity academic level This case is intended for discussion in the graduate-level program in strategy, general management, sustainability management, environmental management and environmental economics. The case may also be used for participants in executive program. Supplementary material Teaching notes are available for educators only. Subject code CSS 4: Environmental Management.
{"title":"Sustainability reporting and impact assessment at higher education institute in India","authors":"Sanjay Chaudhary, Shantanu Trivedi","doi":"10.1108/eemcs-06-2023-0205","DOIUrl":"https://doi.org/10.1108/eemcs-06-2023-0205","url":null,"abstract":"Learning outcomes\u0000An instructor engaged students in managing and reporting sustainability initiatives at an organisation. After completion of the case study discussion, the students will be able to critique the sustainability initiatives that can be undertaken at an organisation; understand sustainability reporting; analyse how result-based management aids in sustainability report preparation; recommend critical considerations for conducting a sustainability impact assessment by an educational institute.\u0000The case contributed to the growing knowledge base about reporting sustainability initiatives at an organisation and managing them to aid in decision-making. The case called for better integration between sustainability activities and reporting under organisations’ Sustainable Development Goals (SDGs) or environmental, social and governance (ESG) reporting.\u0000\u0000Case overview/synopsis\u0000Ajay served as the head of the management department and a leading member of the sustainability initiatives at University Alpha, Delhi NCR, India. He was assigned the task of publishing the university’s annual report. The management had requested him to consider preparing a standalone sustainability report for the university.\u0000He began the task by examining the benefits of standalone sustainability reporting. He proceeded to analyse the specifics of SDG reporting, SDG Accord reporting and ESG reporting using the Global Reporting Initiative guidelines. During discussions with a consultant, the necessary steps for creating an SDG-only report and an integrated SDG and ESG sustainability report were clarified.\u0000Guidance from an expert led to an intention to use a result matrix in preparing the sustainability report and ongoing impact assessment of SDG initiatives for reporting. The dilemma involved deciding between continuing with the sustainability initiative listing in the annual reports or opting for a standalone sustainability report. Critical considerations concerning the sustainability impact assessment of SDG-related activities at an educational organisation were also explored.\u0000\u0000Complexity academic level\u0000This case is intended for discussion in the graduate-level program in strategy, general management, sustainability management, environmental management and environmental economics. The case may also be used for participants in executive program.\u0000\u0000Supplementary material\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 4: Environmental Management.\u0000","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"145 S279","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139006475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-12DOI: 10.1108/eemcs-04-2023-0110
Hemverna Dwivedi, Shubham Kumar
Learning outcomes Upon completion of the case study, the students will be able to conceptualize the importance of brand differentiation; suggest the implications of brand differentiation in the context of the traditional Chikan art form; examine the aspect of a brand’s product portfolio management; and critically analyse the competitive advantages of the brand using the VRIO framework. Case overview/synopsis The Chikankari art form gained worldwide recognition. In fact, it also received a geographical indication (GI) tag which is important for international branding. The case is centred around an entrepreneur, Mr. Vinod Punjabi, who redefined the essence of the existing Chikan art form by value addition in terms of intricate designs, patterns and exclusivity. He founded the brand Ada in 2015 aimed at preserving the traditional art form while curating elegance and exclusivity in its product portfolio. The case outlined Punjabi’s journey. The protagonist carefully analysed the open and unorganized Chikankari market and adopted the strategy of brand differentiation to stand apart from the competitors. Punjabi’s daughter, the chief operations officer of Ada, described the aspects. The journey was arduous, but over the years, Ada emerged as a successful name in the Chikankari market. The brand’s intent of becoming synonymous with Chikankari was successful owing to its authentic and exclusive hand-crafted products in the competitive environment of machine-made replicas. Furthermore, the brand also consistently worked on the aesthetic appearance of its store to attract a wide range of customers. Punjabi ensured that the brand was an amalgamation of all the essential elements for its survival in the long run. Complexity academic level The case is aimed for students pursuing bachelor’s and master’s degrees in business administration/diploma in management, marketing and entrepreneurship. Furthermore, it will assist the management trainees in gaining valuable insights. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
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Pub Date : 2023-12-12DOI: 10.1108/eemcs-01-2021-0022
R. Paluri, Girish Ranjan Mishra
Learning outcomes This case study will allow students to critically analyse and develop entry strategies into untapped foreign markets. The case study was designed to introduce students to identifying and analysing information related to target markets for expansions in international business. The main objectives of this case are to evaluate and make the “Go Global” decision for the company; to take a position on entry timing for a company for entering an overseas market; to select a country for entry based on cultural, administrative, geographic and economic analysis and other relevant factors; and to evaluate a firm’s readiness for exports. Case overview/synopsis This case study on Satya Pharmaceuticals presents a typical dilemma faced by small and medium enterprises (SMEs) in emerging markets such as India while exploring the untapped overseas markets to expand their business. Satya Pharmaceuticals produced over-the-counter Ayurvedic medicines. With the onset of the COVID-19 pandemic, the consumer preference for Ayurvedic products had increased globally. Home country governments’ emphasis on exports and conducive consumer preferences created an opportune time for such SMEs to explore uncharted markets with a propensity for herbal medicines. Amidst strict regulations regarding safety, efficacy, labelling and packaging norms, along with a subjective understanding of the consumers’ sentiments regarding alternate medicines, SMEs had to select their target market carefully for their products to be successful overseas. This case study presents the basic information that entrepreneurs needed to explore the foreign markets. It revolved around checking firms’ preparedness to explore foreign markets, identifying target markets, timing the entry and entering those markets. Complexity academic level This case is appropriate for graduate-level courses in management that offer subjects such as international business. Supplementary material Teaching notes are available for educators only. Subject code CSS 5: International business.
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Pub Date : 2023-12-11DOI: 10.1108/eemcs-09-2022-0299
Saeed Mousa
Learning outcomes Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes. Case overview/synopsis This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis. Complexity academic level The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
学习成果完成本研究后，学生将能够定义、解释和描述可持续发展及其在商业环境中的应用;通过在案例研究中识别并提供相关示例，学习并展示他们对与业务可持续发展相一致的公司当前实践、流程和运营的理解;讨论和描述不同行业的可持续运营和实践;确定制造业和其他相关行业的可持续发展主题;确定生产和制造过程的可持续发展战略。案例概述/概要本案例研究的重点是印度尼西亚的一家钢铁制造公司Gunung Raja Paksi (GRP)，该公司的业务涉及钢铁贸易、水泥厂和碳市场。该案例研究涵盖了新冠肺炎危机时期，特别是2020年，这一时期企业正常经营中断，社会经济面临挑战。GRP在可持续业务中的突出地位归功于印度尼西亚钢铁协会(IISIA)首席执行官兼主席Kimin Tanoto提出的倡议。尽管是次子，但2018年，陈江人和(Kimin Tanoto)担任了家族企业GRP的领导。在Kimin进入委员会时，两大挑战对盈利构成了不利影响，一是COVID-19大流行的影响扰乱了供应链，二是抵制可持续商业方法的公司文化。然而，可持续的努力在2019冠状病毒病危机期间和之后取得了显著成功。本案例适用于可持续资源、工程与管理、可持续环境管理学士、智能与可持续设计文化与艺术学士、可持续解决方案学士和自然资源可持续利用理学学士以及其他可持续实践指导的本科课程。补充材料教学笔记只供教育工作者使用。科目codeCSS 3:创业精神。
{"title":"Business sustainability during crisis time in the emerging market: the case of Gunung Raja Paksi, Indonesia","authors":"Saeed Mousa","doi":"10.1108/eemcs-09-2022-0299","DOIUrl":"https://doi.org/10.1108/eemcs-09-2022-0299","url":null,"abstract":"Learning outcomes\u0000Upon completion of this study, students will be able to define, explain and describe sustainability and its application in the business context; learn and demonstrate their understanding of current practices, processes and operations in companies that are aligned to business sustainability by identifying such in the case study to enable them to provide relevant examples; discuss and describe sustainable operations and practices across different industries; identify sustainable themes in manufacturing sectors and other related industries; and identify sustainable strategies for production and manufacturing processes.\u0000\u0000Case overview/synopsis\u0000This case study focused on Gunung Raja Paksi (GRP), a steel manufacturing company in Indonesia, with a portfolio in steel trading, cement plants and carbon markets. The case study covered the COVID-19 crisis period, especially the year 2020, which disrupted the normal operations of businesses and subjected the community to economic challenges. The emergence of GRP’s prominence in sustainable business attributed to the initiatives advanced by Kimin Tanoto, the chief executive officer (CEO) and chairperson of the Indonesia Iron and Steel Association (IISIA). Kimin Tanoto assumed leadership of GRP, a family-owned business, in 2018, despite being the second son. At the time of Kimin’s induction into the board of commissioners, two main challenges – the impacts of the COVID-19 pandemic, which disrupted the supply chains, and the company culture that resisted sustainable business approaches – acted as detriments to profit-making. Sustainable efforts, however, contributed to noticeable success during and after the COVID-19 crisis.\u0000\u0000Complexity academic level\u0000The case is suitable for instructions in undergraduate courses in Bachelor of Engineering (BEng) in Sustainable Resources, Engineering and Management, Bachelor in Sustainable Environmental Management, Bachelor of Culture and Arts in Smart and Sustainable Design, Bachelor in Sustainable Solutions and Bachelor of Science (BSc) in Sustainable Use of Natural Resources, and other instructions on sustainable practices.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"8 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138584547","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-11DOI: 10.1108/eemcs-01-2023-0001
S. Laddha
Learning outcomes After completion of the case study, students will be able to understand the putty industry, consumer behaviour for putty, comparative advantage of putty to different industries and within industry and market entry strategy for newly introduced product. Case overview/synopsis Putty market in India grew at a compound annual growth rate of 15% over the period FY07–FY20. Many organized and unorganized players entered the putty market since its introduction. Putty was invented by cement companies to increase offtake of cement which otherwise declined owing to reduced use of marble. Painters are purchasing putty to be used before the paint to improve the texture of the walls and to fill cracks. Therefore, to take advantage of distribution channels and dealers’ network, paint companies introduced putty. Consumers, who use putty to improve aesthetics of their home, have very less knowledge about putty. They depend on painter or contractor for it. XYZ colourant company wanted to enter the white putty market to use the market opportunity along with coloured putty for economic project where cost is the constraint. This case study culminates with the probing question about the peculiarity of industry where two different industries are involved for the same product. This case study is designed to understand the target consumers’ behaviour and the entry decisions of the company to the growing market. Complexity academic level This case study is designed for use in second-year management programmes, especially for the students of strategic management and marketing strategy courses. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"Paint company’s entry decision into putty market","authors":"S. Laddha","doi":"10.1108/eemcs-01-2023-0001","DOIUrl":"https://doi.org/10.1108/eemcs-01-2023-0001","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, students will be able to understand the putty industry, consumer behaviour for putty, comparative advantage of putty to different industries and within industry and market entry strategy for newly introduced product.\u0000\u0000Case overview/synopsis\u0000Putty market in India grew at a compound annual growth rate of 15% over the period FY07–FY20. Many organized and unorganized players entered the putty market since its introduction. Putty was invented by cement companies to increase offtake of cement which otherwise declined owing to reduced use of marble. Painters are purchasing putty to be used before the paint to improve the texture of the walls and to fill cracks. Therefore, to take advantage of distribution channels and dealers’ network, paint companies introduced putty. Consumers, who use putty to improve aesthetics of their home, have very less knowledge about putty. They depend on painter or contractor for it. XYZ colourant company wanted to enter the white putty market to use the market opportunity along with coloured putty for economic project where cost is the constraint. This case study culminates with the probing question about the peculiarity of industry where two different industries are involved for the same product. This case study is designed to understand the target consumers’ behaviour and the entry decisions of the company to the growing market.\u0000\u0000Complexity academic level\u0000This case study is designed for use in second-year management programmes, especially for the students of strategic management and marketing strategy courses.\u0000\u0000Supplementary material\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 11: Strategy.\u0000","PeriodicalId":36648,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"1 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138584282","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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