Pub Date : 2024-07-23DOI: 10.1108/eemcs-04-2024-0160
Siddharth Wadehra, Ambuj Anand
Learning outcomes This case study exposes students to the process of decision-making given the market uncertainty, evolving shareholder expectations and other variables that executives and managers must consider ensuring business continuity and growth and helps students develop an appreciation of the impact emerging technologies are having on organizational digital transformation. This case study evaluates the strategic considerations for whitespace digital solutions into existing organizational operations, balancing innovation with core operating principles; exposes the students to the drivers of fostering a culture of innovation and employee buy-in during strategic digital transformation initiatives; and evaluates and appreciates the role of key stakeholders, such as customers, employees and executive management, in shaping a successful digital transformation strategy and promoting sustained business growth. Case overview/synopsis Vidhii Partners, a leading Indian law firm, grapples with the burgeoning demand for legal services in a rapidly evolving market. Traditional methods may struggle to keep pace, prompting Vikram Wadehra, a partner, to champion the adoption of Generative artificial intelligence (GenAI) technology. Vidhii Partners embarks on the development of two GenAI tools: VidAI, an AI-powered chatbot designed to democratize access to legal information, and VidAI Pro, a business-to-business offering aimed at streamlining legal research and drafting. Wadehra envisions these tools not only enhancing efficiency but also fostering a culture of legal awareness and generating new business opportunities. However, crucial decisions remain. Can Vidhii Partners bridge the potential gap between innovation and the firm’s established practices? How can they effectively integrate GenAI into their operations while ensuring user trust and employee buy-in? This case study presents a rich opportunity to explore the challenges and opportunities associated with digital transformation in the legal sector. Students will grapple with themes such as navigating market uncertainty, fostering a culture of innovation within a traditional organization and developing effective strategies for stakeholder management during change initiatives. Through the lens of Vidhii Partners’ GenAI journey, students gain valuable insights into the complexities of embracing disruptive technologies within a dynamic business landscape. Complexity academic level This case study is designed for masters level (MBA). Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"From gavels to algorithms: The Vidhii Partners GenAI evolution","authors":"Siddharth Wadehra, Ambuj Anand","doi":"10.1108/eemcs-04-2024-0160","DOIUrl":"https://doi.org/10.1108/eemcs-04-2024-0160","url":null,"abstract":"Learning outcomes\u0000This case study exposes students to the process of decision-making given the market uncertainty, evolving shareholder expectations and other variables that executives and managers must consider ensuring business continuity and growth and helps students develop an appreciation of the impact emerging technologies are having on organizational digital transformation. This case study evaluates the strategic considerations for whitespace digital solutions into existing organizational operations, balancing innovation with core operating principles; exposes the students to the drivers of fostering a culture of innovation and employee buy-in during strategic digital transformation initiatives; and evaluates and appreciates the role of key stakeholders, such as customers, employees and executive management, in shaping a successful digital transformation strategy and promoting sustained business growth.\u0000\u0000Case overview/synopsis\u0000Vidhii Partners, a leading Indian law firm, grapples with the burgeoning demand for legal services in a rapidly evolving market. Traditional methods may struggle to keep pace, prompting Vikram Wadehra, a partner, to champion the adoption of Generative artificial intelligence (GenAI) technology. Vidhii Partners embarks on the development of two GenAI tools: VidAI, an AI-powered chatbot designed to democratize access to legal information, and VidAI Pro, a business-to-business offering aimed at streamlining legal research and drafting. Wadehra envisions these tools not only enhancing efficiency but also fostering a culture of legal awareness and generating new business opportunities. However, crucial decisions remain. Can Vidhii Partners bridge the potential gap between innovation and the firm’s established practices? How can they effectively integrate GenAI into their operations while ensuring user trust and employee buy-in? This case study presents a rich opportunity to explore the challenges and opportunities associated with digital transformation in the legal sector. Students will grapple with themes such as navigating market uncertainty, fostering a culture of innovation within a traditional organization and developing effective strategies for stakeholder management during change initiatives. Through the lens of Vidhii Partners’ GenAI journey, students gain valuable insights into the complexities of embracing disruptive technologies within a dynamic business landscape.\u0000\u0000Complexity academic level\u0000This case study is designed for masters level (MBA).\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 11: Strategy.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"14 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141813697","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 : 2024-07-23DOI: 10.1108/eemcs-04-2024-0181
Syeda Ikrama, Syeda Maseeha Qumer
Learning outcomes This case study is intended to help students to evaluate Kavak’s business model, examine the global expansion strategy of Kavak, analyze the competitive strategy adopted by Kavak, recognize the ways in which Kavak leveraged technology in all its business operations, examine the key challenges faced by Kavak in the fragmented Latin American as well as global used car market and explore strategies that Kavak can adopt in future to maintain its dominance in the global used car market. Case overview/synopsis This case study is about the meteoric rise of Kavak, a Mexican used car retailer that aimed to disrupt the emerging pre-owned car markets with its unique value propositions and compelling global expansion strategy. Co-founded in 2016 by Carlos García Ottati (Ottati), in Mexico City, Kavak emerged as an end-to-end solution to buy, manage, sell and finance pre-owned cars. Using pricing algorithms driven by artificial intelligence and machine learning-based inspection tools and personalized recommendations, Kavak reshaped the mobility sector in the Latin American and Middle Eastern regions. In a mere six years of operation, the company established its presence in nine countries: Argentina, Brazil, Chile, Colombia, Mexico, Peru, Turkey, the UAE and Oman. Kavak’s innovative yet simple business model ensured transparency and guarantees in all its transactions where reconditioned vehicles were sold to thousands of customers through its e-commerce platform as well as a network of brick-and-mortar hubs. Its in-house financing arm Kavak Capital was at the core of its business model, as it offered affordable leasing options, making car ownership possible for both first- and second-time car owners within just a few minutes of applying. The platform had an inventory of 40,000 vehicles as of 2023 with more than 50% of Kavak’s sales being financed by Kavak Capital. The case study discusses the challenges faced by Kavak in the fragmented used car market including rising interest rates for vehicle loans, managing capital-intensive operations, rising competition and external economic headwinds such as inflation and slowing economic growth. Going forward, the challenge before Ottati and his team was how to make profits, build customer trust, attract customers and achieve global success. Complexity academic level This case study is suitable for MBA/MS level and is designed to be a part of the business strategy/and international business curriculum. Subject code CSS: 5: International business. Supplementary materials Teaching notes are available for educators only.
{"title":"Kavak: a Latin American startup aiming to disrupt the used-car market across emerging economies","authors":"Syeda Ikrama, Syeda Maseeha Qumer","doi":"10.1108/eemcs-04-2024-0181","DOIUrl":"https://doi.org/10.1108/eemcs-04-2024-0181","url":null,"abstract":"Learning outcomes\u0000This case study is intended to help students to evaluate Kavak’s business model, examine the global expansion strategy of Kavak, analyze the competitive strategy adopted by Kavak, recognize the ways in which Kavak leveraged technology in all its business operations, examine the key challenges faced by Kavak in the fragmented Latin American as well as global used car market and explore strategies that Kavak can adopt in future to maintain its dominance in the global used car market.\u0000\u0000Case overview/synopsis\u0000This case study is about the meteoric rise of Kavak, a Mexican used car retailer that aimed to disrupt the emerging pre-owned car markets with its unique value propositions and compelling global expansion strategy. Co-founded in 2016 by Carlos García Ottati (Ottati), in Mexico City, Kavak emerged as an end-to-end solution to buy, manage, sell and finance pre-owned cars. Using pricing algorithms driven by artificial intelligence and machine learning-based inspection tools and personalized recommendations, Kavak reshaped the mobility sector in the Latin American and Middle Eastern regions. In a mere six years of operation, the company established its presence in nine countries: Argentina, Brazil, Chile, Colombia, Mexico, Peru, Turkey, the UAE and Oman. Kavak’s innovative yet simple business model ensured transparency and guarantees in all its transactions where reconditioned vehicles were sold to thousands of customers through its e-commerce platform as well as a network of brick-and-mortar hubs. Its in-house financing arm Kavak Capital was at the core of its business model, as it offered affordable leasing options, making car ownership possible for both first- and second-time car owners within just a few minutes of applying. The platform had an inventory of 40,000 vehicles as of 2023 with more than 50% of Kavak’s sales being financed by Kavak Capital. The case study discusses the challenges faced by Kavak in the fragmented used car market including rising interest rates for vehicle loans, managing capital-intensive operations, rising competition and external economic headwinds such as inflation and slowing economic growth. Going forward, the challenge before Ottati and his team was how to make profits, build customer trust, attract customers and achieve global success.\u0000\u0000Complexity academic level\u0000This case study is suitable for MBA/MS level and is designed to be a part of the business strategy/and international business curriculum.\u0000\u0000Subject code\u0000CSS: 5: International business.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"106 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141812282","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 : 2024-07-23DOI: 10.1108/eemcs-04-2024-0171
M. Murimbika, Claire Beswick, Richard Thomson
Learning outcomes At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage. Case overview/synopsis In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy. Complexity academic level This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
{"title":"Sling Aircraft: gearing up for the big time","authors":"M. Murimbika, Claire Beswick, Richard Thomson","doi":"10.1108/eemcs-04-2024-0171","DOIUrl":"https://doi.org/10.1108/eemcs-04-2024-0171","url":null,"abstract":"Learning outcomes\u0000At the end of this case study discussion, students should be able to critically analyse the strategic options for a global small and medium-sized enterprise seeking competitive advantage in a highly specialised industry, determine the strategic management and operational approaches to introducing a new product line using the case study options as an example, determine the best investment approach for a global operational strategy considering the financial analysis of associated costs and the best form of financial capital/investment in terms of risks and control references and carry out a financial analysis and make evidence-based decisions with respect to addressing how strategic recommendations will affect the future of a firm’s competitive advantage.\u0000\u0000Case overview/synopsis\u0000In 2021, Mike Blyth and his business partners, James Pitman and Andrew Pitman, were facing new challenges the business had never faced before. Despite the global upheaval and economic devastation caused by the COVID-19 pandemic, 2020 had been a productive year for the South African small-aircraft manufacturer. Globally, sales of Sling Aircraft’s aeroplanes had been good and the company had just finished a development prototype of a high-wing four-seater. Blyth, Andrew and James felt certain that there was space in the market for a five-seater aeroplane and they were meeting to discuss how to set up the business for further success. The strategic choices required to take the company in the new direction seemed clear and obvious, but it became apparent that they faced a dilemma regarding how to set up or restructure the company for success by exploiting the new opportunity without putting all of the hard work of the past 15 years in jeopardy.\u0000\u0000Complexity academic level\u0000This teaching activity is aimed at Master of Business Administration (MBA) and Master of Management.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 11: Strategy.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"136 25","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141811182","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 : 2024-07-22DOI: 10.1108/eemcs-01-2024-0027
Neetika Batra, K. L. Nihar, S. V. Iyer
Learning outcomes This case aims to introduce students to the social sector financing (internal and external) landscape, and its nuances. It specifically provides material to enable critical evaluation and decision-making around financing a for-profit social enterprise and its associated challenges. Case overview/synopsis The case highlights the fundraising options available to a social enterprise in an emerging economy like India. EnglishHelper Technologies Private Ltd. (EH) commenced operations in 2011 as a subsidiary of its parent Boston-based company, to provide technology-based learning solutions primarily to the underserved segments of the country’s population. Sanjay Gupta, co-founder and CEO, EH Inc., wanted to explore funding options suitable for the company’s next growth stage. The existing funding sources of equity from its parent company, grants and revenues (mainly from product sales to government schools) had worked well for EH in the initial years of its growth. But its financial performance was being impacted, and, additionally, further scaling up would require sources that could give a much larger quantum of funds and add support to EH’s operations. EH would also need to revisit its revenue model to strengthen its financial sustainability, by drawing lessons from the other prevalent ones in the ed-tech sector and make it more effective. The case encourages students to assess the various funding alternatives, internal and external, for a social sector private company with a for-profit model like EH, to enable it to achieve its scaling-up plans while serving its social mission. Complexity academic level The case is relevant for both undergraduate and postgraduate students and can be used in business administration programs. Subject code CSS 1: Accounting and finance. Supplementary materials Teaching notes are available for educators only.
{"title":"EnglishHelper: funding options for social enterprises","authors":"Neetika Batra, K. L. Nihar, S. V. Iyer","doi":"10.1108/eemcs-01-2024-0027","DOIUrl":"https://doi.org/10.1108/eemcs-01-2024-0027","url":null,"abstract":"Learning outcomes\u0000This case aims to introduce students to the social sector financing (internal and external) landscape, and its nuances. It specifically provides material to enable critical evaluation and decision-making around financing a for-profit social enterprise and its associated challenges.\u0000\u0000Case overview/synopsis\u0000The case highlights the fundraising options available to a social enterprise in an emerging economy like India. EnglishHelper Technologies Private Ltd. (EH) commenced operations in 2011 as a subsidiary of its parent Boston-based company, to provide technology-based learning solutions primarily to the underserved segments of the country’s population. Sanjay Gupta, co-founder and CEO, EH Inc., wanted to explore funding options suitable for the company’s next growth stage. The existing funding sources of equity from its parent company, grants and revenues (mainly from product sales to government schools) had worked well for EH in the initial years of its growth. But its financial performance was being impacted, and, additionally, further scaling up would require sources that could give a much larger quantum of funds and add support to EH’s operations. EH would also need to revisit its revenue model to strengthen its financial sustainability, by drawing lessons from the other prevalent ones in the ed-tech sector and make it more effective. The case encourages students to assess the various funding alternatives, internal and external, for a social sector private company with a for-profit model like EH, to enable it to achieve its scaling-up plans while serving its social mission.\u0000\u0000Complexity academic level\u0000The case is relevant for both undergraduate and postgraduate students and can be used in business administration programs.\u0000\u0000Subject code\u0000CSS 1: Accounting and finance.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"20 19","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141817406","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 : 2024-07-18DOI: 10.1108/eemcs-12-2023-0458
Abdul Rehman Shaikh, M. Mirani, Saqib Ali
Learning outcomes After completion of the case study, the students will be able to understand ABC analysis and develop a systematic approach using PDCA, analyze processes, technology, employee training and supplier relationships when analyzing shrink and developing solutions, evaluate how technology improves production inventory control and visibility and recognize the importance of fostering a culture of employee accountability and ownership to minimize inventory loss and improve overall operational efficiency. Case overview/synopsis On June 2, 2023, sitting in his office in Karachi, Pakistan, Khan Aamir, the manager of store and inventory at Euro Manufacturing, found himself immersed in a cloud of confusion. The incessant loss of inventory items, particularly the nut bolts and small accessories, had become a perplexing challenge. To address these losses and provide a cycle count report to the director of supply chain, Aamir, manager of store and inventory, was given the responsibility to take action. He was looking for a comprehensive approach to address the current problems and prevent further losses in the future. This case study examines the various reasons for the losses, including theft, inadequate inventory control methods, human error and problems with suppliers. It highlights the importance of established procedures, the use of technology (such as barcode scanning, radio-frequency identification tagging and inventory management software) and the cultivation of a culture of accountability among employees. Complexity academic level This case study is developed for class discussion in the course of operations management or supply chain management. This case study is suitable for use with undergrad students. This case study can be taught in a module on operations management or supply chain management, as part of a broader course in business management or industrial engineering. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 9: Operations and logistics.
{"title":"Tackling inventory losses of small accessories in engineering manufacturing: a case study of Euro Manufacturing","authors":"Abdul Rehman Shaikh, M. Mirani, Saqib Ali","doi":"10.1108/eemcs-12-2023-0458","DOIUrl":"https://doi.org/10.1108/eemcs-12-2023-0458","url":null,"abstract":"Learning outcomes\u0000After completion of the case study, the students will be able to understand ABC analysis and develop a systematic approach using PDCA, analyze processes, technology, employee training and supplier relationships when analyzing shrink and developing solutions, evaluate how technology improves production inventory control and visibility and recognize the importance of fostering a culture of employee accountability and ownership to minimize inventory loss and improve overall operational efficiency.\u0000\u0000Case overview/synopsis\u0000On June 2, 2023, sitting in his office in Karachi, Pakistan, Khan Aamir, the manager of store and inventory at Euro Manufacturing, found himself immersed in a cloud of confusion. The incessant loss of inventory items, particularly the nut bolts and small accessories, had become a perplexing challenge. To address these losses and provide a cycle count report to the director of supply chain, Aamir, manager of store and inventory, was given the responsibility to take action. He was looking for a comprehensive approach to address the current problems and prevent further losses in the future. This case study examines the various reasons for the losses, including theft, inadequate inventory control methods, human error and problems with suppliers. It highlights the importance of established procedures, the use of technology (such as barcode scanning, radio-frequency identification tagging and inventory management software) and the cultivation of a culture of accountability among employees.\u0000\u0000Complexity academic level\u0000This case study is developed for class discussion in the course of operations management or supply chain management. This case study is suitable for use with undergrad students. This case study can be taught in a module on operations management or supply chain management, as part of a broader course in business management or industrial engineering.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS: 9: Operations and logistics.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"38 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141639862","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 : 2024-07-18DOI: 10.1108/eemcs-10-2023-0381
Shikha Bhatia, Sanjay Dhamija
Learning outcomes After working through the case and assignment questions, students will be able to recognize essential considerations for the initial public offerings (IPO) decision, compare different types of fundraising options for startups, evaluate the free pricing regime for IPO pricing, examine the pricing process of IPOs, explore the issue of valuation of IPOs and assess the decision choices of the founder regarding IPO given the trade-offs and market conditions. Case overview/synopsis The case study explores the dilemma of Ghazal Alagh, the co-founder and chief innovation officer of Mamaearth, a direct-to-consumer babycare and skincare unicorn, regarding its IPO decision. Mamaearth had filed the draft offer document with SEBI in December 2022, and Ghazal was busy engaging with the investment bankers for the upcoming IPO. However, the weak market sentiments and shelving of IPO plans by many startups were forcing her to think about facing the possibility of postponing the IPO or continuing the IPO process but at lower valuations. The case study provides an opportunity to explore a startup’s financing choices. It allows for discussion of various IPO challenges from the perspectives of founders, venture investors, regulators, investment bankers and new IPO investors. Complexity academic level This case study is best suited for senior undergraduate- and graduate-level business school students in courses focusing on entrepreneurship, corporate finance, financial management, strategic management and investment banking. Subject code CSS1: Accounting and finance. Supplementary materials Teaching notes are available for educators only.
{"title":"Mamaearth IPO: the pricing dilemma of a startup","authors":"Shikha Bhatia, Sanjay Dhamija","doi":"10.1108/eemcs-10-2023-0381","DOIUrl":"https://doi.org/10.1108/eemcs-10-2023-0381","url":null,"abstract":"Learning outcomes\u0000After working through the case and assignment questions, students will be able to recognize essential considerations for the initial public offerings (IPO) decision, compare different types of fundraising options for startups, evaluate the free pricing regime for IPO pricing, examine the pricing process of IPOs, explore the issue of valuation of IPOs and assess the decision choices of the founder regarding IPO given the trade-offs and market conditions.\u0000\u0000Case overview/synopsis\u0000The case study explores the dilemma of Ghazal Alagh, the co-founder and chief innovation officer of Mamaearth, a direct-to-consumer babycare and skincare unicorn, regarding its IPO decision. Mamaearth had filed the draft offer document with SEBI in December 2022, and Ghazal was busy engaging with the investment bankers for the upcoming IPO. However, the weak market sentiments and shelving of IPO plans by many startups were forcing her to think about facing the possibility of postponing the IPO or continuing the IPO process but at lower valuations. The case study provides an opportunity to explore a startup’s financing choices. It allows for discussion of various IPO challenges from the perspectives of founders, venture investors, regulators, investment bankers and new IPO investors.\u0000\u0000Complexity academic level\u0000This case study is best suited for senior undergraduate- and graduate-level business school students in courses focusing on entrepreneurship, corporate finance, financial management, strategic management and investment banking.\u0000\u0000Subject code\u0000CSS1: Accounting and finance.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":" 27","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141827179","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 : 2024-07-18DOI: 10.1108/eemcs-01-2024-0012
Ana Laura Domínguez Paredes
Learning outcomes Upon completion of this case study, students will be able to understand Recaudo's contribution to sustainability; analyze circular economy principles in Recaudo's operations; understand Recaudo's contributions to Sustainable Development Goals; exploring Recaudo's role in social innovation. Case overview/synopsis The purpose of this case study is to understand sustainability practices in a Mexican microenterprise that employs fair trade, circular economy and local cuisine. Despite implementing these practices, the founder aims to expand impact and further professionalize them. The study poses questions to enhance her proposals in social innovation and aims to reach business schools and entrepreneurs initiating enterprises. Complexity academic level This case study can be useful for undergraduate students majoring in fields such as business administration, entrepreneurship, sustainability studies and hospitality management; for postgraduate students pursuing advanced degrees in areas like sustainable business management, social entrepreneurship and development studies; and for professionals and practitioners in the restaurant industry, sustainability consulting firms and non-governmental organizations (NGOs) focusing on sustainable development. Supplementary material Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.
{"title":"Recaudo: a sustainable restaurant with roots in passion and entrepreneurship","authors":"Ana Laura Domínguez Paredes","doi":"10.1108/eemcs-01-2024-0012","DOIUrl":"https://doi.org/10.1108/eemcs-01-2024-0012","url":null,"abstract":"Learning outcomes\u0000Upon completion of this case study, students will be able to understand Recaudo's contribution to sustainability; analyze circular economy principles in Recaudo's operations; understand Recaudo's contributions to Sustainable Development Goals; exploring Recaudo's role in social innovation.\u0000\u0000Case overview/synopsis\u0000The purpose of this case study is to understand sustainability practices in a Mexican microenterprise that employs fair trade, circular economy and local cuisine. Despite implementing these practices, the founder aims to expand impact and further professionalize them. The study poses questions to enhance her proposals in social innovation and aims to reach business schools and entrepreneurs initiating enterprises.\u0000\u0000Complexity academic level\u0000This case study can be useful for undergraduate students majoring in fields such as business administration, entrepreneurship, sustainability studies and hospitality management; for postgraduate students pursuing advanced degrees in areas like sustainable business management, social entrepreneurship and development studies; and for professionals and practitioners in the restaurant industry, sustainability consulting firms and non-governmental organizations (NGOs) focusing on sustainable development.\u0000\u0000Supplementary material\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 3: Entrepreneurship.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"43 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141640129","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 : 2024-07-16DOI: 10.1108/eemcs-01-2024-0023
Syeda Ikrama, Syeda Maseeha Qumer
Learning outcomes This case study is designed to enable students to understand the reasons behind the launch of a beauty brand grounded on traditions and culture, understand the strategies adopted by Florasis to establish its presence in the C-beauty space and emerge successful, analyze the positioning of a C-beauty brand in a highly competitive beauty market, identify the issues and challenges faced by a C-beauty brand in its efforts to disrupt the C-beauty space and suggest strategies that Florasis can adopt to emerge as a market leader in the global beauty industry. Case overview/synopsis Set in 2021, the case study discusses about the emerging C-beauty brand Florasis innovative strategies to promote the brand. Florasis was founded in 2017 with a vision to become a century old national makeup brand of China. Florasis was successful in getting on board a story-telling experience that featured traditional Chinese culture, aesthetics and heritage. It sold cosmetic products with retro packaging, concepts derived from traditional Chinese style, promoting a sense of national pride and nostalgia. The case study highlights the innovative strategies Florasis adopted like influencer marketing through key opinion leaders and key opinion customers, celebrity endorsements, user co-creation programs, social content and network marketing, brand crossovers and collaborations, etc. In April 2021, Florasis became the No. 1 cosmetic company in China with a gross merchandise value of 218m yuan and further the total sales for second quarter of 2021 reached 830m yuan, endorsing its supremacy over other global and local beauty brands in China. However, with success came along a set of challenges. Some analysts pointed that the brand was slow in innovating its product line-up, it focused more on promotions and advertisements and the brand positioning with a single sales channel, the cost performance and quality of the products and excessive marketing campaigns targeting a niche segment. Going forward, what should Florasis do to conquer the global beauty space? Can Florasis aspire to become a digitally empowered global beauty brand? Has it got the momentum? Will its direct-to-consumer model and unprecedented marketing and promotion gimmicks, help it achieve the lead in the global beauty space? Complexity academic level This case study is suitable for students of the graduate and undergraduate programs in management. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.
{"title":"Florasis: the emerging C-beauty brand","authors":"Syeda Ikrama, Syeda Maseeha Qumer","doi":"10.1108/eemcs-01-2024-0023","DOIUrl":"https://doi.org/10.1108/eemcs-01-2024-0023","url":null,"abstract":"Learning outcomes\u0000This case study is designed to enable students to understand the reasons behind the launch of a beauty brand grounded on traditions and culture, understand the strategies adopted by Florasis to establish its presence in the C-beauty space and emerge successful, analyze the positioning of a C-beauty brand in a highly competitive beauty market, identify the issues and challenges faced by a C-beauty brand in its efforts to disrupt the C-beauty space and suggest strategies that Florasis can adopt to emerge as a market leader in the global beauty industry.\u0000\u0000Case overview/synopsis\u0000Set in 2021, the case study discusses about the emerging C-beauty brand Florasis innovative strategies to promote the brand. Florasis was founded in 2017 with a vision to become a century old national makeup brand of China. Florasis was successful in getting on board a story-telling experience that featured traditional Chinese culture, aesthetics and heritage. It sold cosmetic products with retro packaging, concepts derived from traditional Chinese style, promoting a sense of national pride and nostalgia. The case study highlights the innovative strategies Florasis adopted like influencer marketing through key opinion leaders and key opinion customers, celebrity endorsements, user co-creation programs, social content and network marketing, brand crossovers and collaborations, etc. In April 2021, Florasis became the No. 1 cosmetic company in China with a gross merchandise value of 218m yuan and further the total sales for second quarter of 2021 reached 830m yuan, endorsing its supremacy over other global and local beauty brands in China. However, with success came along a set of challenges. Some analysts pointed that the brand was slow in innovating its product line-up, it focused more on promotions and advertisements and the brand positioning with a single sales channel, the cost performance and quality of the products and excessive marketing campaigns targeting a niche segment. Going forward, what should Florasis do to conquer the global beauty space? Can Florasis aspire to become a digitally empowered global beauty brand? Has it got the momentum? Will its direct-to-consumer model and unprecedented marketing and promotion gimmicks, help it achieve the lead in the global beauty space?\u0000\u0000Complexity academic level\u0000This case study is suitable for students of the graduate and undergraduate programs in management.\u0000\u0000Supplementary materials\u0000Teaching notes are available for educators only.\u0000\u0000Subject code\u0000CSS 8: Marketing.\u0000","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"2 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141641590","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 : 2024-07-16DOI: 10.1108/eemcs-12-2023-0532
Trilochan Tripathy, Benudhar Sahu, Neeti Madhok
Learning outcomes This case study is designed to enable students to understand the demand for flexible containment products in India, understand the need for a joint venture (JV) with an international company, assess Agastya Inventions Private Limited’s (AIPL) cost and benefits of acceptance of the JV offer, evaluate the growth possibilities in the Indian biogas sector, and conduct the valuation of AIPL for its better positioning during the JV deal. Case overview/synopsis The case study is about the dilemma faced by Prantik Sinha, co-founder and director of Indian company AIPL, to accept or decline a JV offer from a French industrial conglomerate Serge Ferrari Group SA (SFG). AIPL is a leading manufacturer and trader of biogas storage tanks, water storage tanks, airlifting bags, floating boom barriers, trash floating boom barriers and inflatable swimming pools. The company adopts business-to-business and direct-to-customer business models. It develops products as per clients’ specifications and their exact requirements. In 2022, SFG proposed collaborating with AIPL to market its biogas digesters in India and abroad. As per the partnership deal, AIPL needed to split its biogas digester portfolio and sell it to the proposed JV for a specific one-time value. Sinha believed that the JV was an opportunity to scale the business globally and would likely shape the company’s future. However, he was in a quandary about making a final decision on accepting the JV offer because biogas digesters remained the company’s highest revenue-generating product portfolio. It was against this backdrop, what would Sinha do to accomplish his business objective and protect the interest of the company? The case study highlights Sinha’s commitment to nurture and expand AIPL’s business in India and beyond. It provides ample scope for students to analyze the pros and cons of AIPL’s JV initiative with SFG and suggest whether the company can leverage this offer for business growth. Complexity academic level This case study is meant for MBA-level students as part of their strategic management and financial management curriculum. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and finance
学习成果本案例研究旨在让学生了解印度对柔性密封产品的需求，了解与一家国际公司建立合资企业（JV）的必要性，评估 Agastya Inventions Private Limited (AIPL) 接受合资企业要约的成本和收益，评估印度沼气行业的增长可能性，并对 AIPL 进行估值，以便在合资企业交易中更好地定位。案例概述/梗概本案例研究讲述的是印度公司 AIPL 的联合创始人兼董事普兰蒂克-辛哈（Prantik Sinha）在接受或拒绝法国工业集团 Serge Ferrari Group SA（SFG）的合资提议时面临的两难选择。AIPL 是沼气储罐、储水罐、气力袋、浮动围油栏、垃圾浮动围油栏和充气游泳池的领先制造商和贸易商。公司采用企业对企业和直接对客户的业务模式。公司根据客户的规格和确切要求开发产品。2022 年，SFG 提议与 AIPL 合作，在印度和国外销售其沼气池。根据合作协议，AIPL 需要拆分其沼气池产品组合，并以特定的一次性价值出售给拟成立的合资公司。辛哈认为，合资公司是将业务扩展到全球的一个机会，很可能会塑造公司的未来。然而，由于沼气池仍是公司创收最高的产品组合，他在最终决定是否接受合资公司的提议时感到左右为难。在这种情况下，辛哈该如何实现自己的商业目标并保护公司利益呢？本案例研究突出了辛哈对培育和扩大 AIPL 在印度及其他地区业务的承诺。本案例研究适用于 MBA 级学生，是其战略管理和财务管理课程的一部分。补充材料教学说明仅供教育工作者使用。科目代码CSS 1：会计与财务
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Pub Date : 2024-07-11DOI: 10.1108/eemcs-09-2023-0322
Mohammad Atiqul Basher, Shahadat Hossain Dipto, Mizanur Rahman
Learning outcomes The primary objective of this case was to grant the students an exposure to the students regarding how to manage a retail business during an economic crisis. In this case, all three of the aforementioned objectives as the students were given opportunity to dissect the business process through business model canvas, find out the key success factors and more importantly, were encouraged towards cost cutting behaviour by presenting the real-life dilemmas that were faced by an actual entrepreneur. Furthermore, the students were shown the importance of stakeholder management through this case, as support is very much needed for the retailers from macro-economic and micro-economic level. Case overview/synopsis This case study is the story of Global Gadget Limited, a premium retailer of cell phones and other relevant devises, which is located in Dhaka, the capital city of Bangladesh. The story is revolving around the challenge that Mr Shahadat Hossain Dipto, the owner of Global Gadget is facing over the past two years. Dipto mainly runs his business by selling budget phones from brands like Oppo, Xiaomi, Samsung and Vivo to the middle class and lower middle-class people of Bangladesh, who are very much cost conscious. To persuade these customers to buy his phones, he offers discounts, free gifts, equated monthly instalment services (a monthly instalment plan for the customers who cannot afford to pay the full amount when buying the phone) and sometimes even lottery. In the process, if he can sell more phones, these brands reward him with attractive commissions and all the necessary supports that help him run the business with marginal profit. However, due to the Russia–Ukraine war, he is now in crisis as the resulting economic crisis is causing a price increase on these phones, while drying out his customer’s pockets. This case study is designed to teach the students the importance of product segmentation, inventory management, cost management and relationship management to the students and future entrepreneur, so that they can understand, what does it take for an entrepreneur to survive an economic crisis. Complexity academic level This case study is aimed at undergraduate, masters’ students in business schools and Master of Business Administration students or short course executives and for the students of entrepreneurship education programme. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.
学习成果本案例的主要目的是让学生了解如何在经济危机中管理零售业务。在本案例中，上述三个目标都实现了，因为学生们有机会通过商业模式画布剖析业务流程，找出成功的关键因素，更重要的是，通过展示实际企业家所面临的现实困境，鼓励他们采取削减成本的行为。此外，还通过本案例向学生们展示了利益相关者管理的重要性，因为零售商非常需要来自宏观经济和微观经济层面的支持。 本案例研究讲述的是 Global Gadget 有限公司的故事，该公司位于孟加拉国首都达卡，是一家手机和其他相关设备的高级零售商。故事围绕 Global Gadget 的所有者 Shahadat Hossain Dipto 先生在过去两年中所面临的挑战展开。Dipto 的主要业务是向非常注重成本的孟加拉国中产阶级和中下层民众销售 OPPO、小米、三星和 Vivo 等品牌的经济型手机。为了说服这些顾客购买他的手机，他提供折扣、免费礼品、等额月供服务（为购买手机时无力支付全款的顾客提供的月供计划），有时甚至还提供抽奖。在这一过程中，如果他能卖出更多的手机，这些品牌就会给他有吸引力的佣金和所有必要的支持，帮助他在微利的情况下经营业务。然而，由于俄乌战争，他现在陷入了危机，因为由此引发的经济危机导致这些手机价格上涨，同时掏空了客户的口袋。本案例研究旨在向学生传授产品细分、库存管理、成本管理和关系管理对学生和未来企业家的重要性，使他们能够了解企业家在经济危机中的生存之道。本案例研究面向商学院的本科生、硕士生和工商管理硕士生或短期课程的管理人员，以及创业教育课程的学生。
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