Pub Date : 2024-02-07DOI: 10.1108/eemcs-02-2023-0067
Kriti Swarup, Anshul Mathur
Learning outcomes This case study outlines the strategic and organisational issues faced by an entrepreneurial firm operating in an emerging economy. This case study has been written to equip students with how entrepreneurs can overcome certain barriers and use technology to achieve product–market fit, taking the Indian laundry sector as an example. The following are the key learnings for the case: start-ups need to continuously assess the product–market fit to organise a highly unorganised sector; market entry and expansion modes require proper evaluation of available entry and expansion modes before pursual; franchising decisions require firm-specific and location-specific considerations; and careful consideration given to celebrity endorsement will result in increased sales. Case overview/synopsis The Indian laundry market was a highly unorganised market and presented an untapped opportunity. While the market opportunity was enormous, the existing solutions comprised local vendors that may not provide end-to-end services (washing, ironing, etc.). The case study described how a young entrepreneur, Arunabh Sinha, overcame certain challenges to achieve a product–market fit for metro cities and later expanded to Tier 2 and Tier 3 cities in India as well. However, the challenges remained, as the firm expanded by using a franchise model, and other modes of business were required to be evaluated as well. Complexity academic level The case study is suitable for students pursuing MBA courses in marketing, service marketing and entrepreneurship development. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship.
学习成果本案例研究概述了在新兴经济体运营的创业公司所面临的战略和组织问题。本案例研究以印度洗衣业为例，旨在让学生了解创业者如何克服某些障碍，利用技术实现产品与市场的契合。本案例的主要启示如下：初创企业需要不断评估产品与市场的契合度，以组织起一个高度无组织的行业；市场进入和扩张模式需要在实施前对现有的进入和扩张模式进行适当评估；特许经营决策需要针对具体公司和具体地点进行考虑；慎重考虑名人代言将带来销售额的增长。虽然市场机会巨大，但现有的解决方案由当地供应商提供，可能无法提供端到端服务（洗衣、熨烫等）。案例研究描述了年轻的创业者阿鲁纳布-辛哈如何克服某些挑战，实现产品与市场的契合，进而将业务扩展到印度的二线和三线城市。然而，挑战依然存在，因为该公司采用特许经营模式进行扩张，而且还需要对其他业务模式进行评估。复杂性学术水平本案例研究适合攻读市场营销、服务营销和创业发展方面 MBA 课程的学生。
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Pub Date : 2024-02-07DOI: 10.1108/eemcs-09-2023-0331
Pinaki Nandan Pattnaik, S. C. Pandey, Bignya Patnaik
Learning outcomes After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability. Case overview/synopsis The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries. Complexity academic level This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives. In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative effo
{"title":"Kalinga Institute of Social Sciences (KISS): expectations of serving more","authors":"Pinaki Nandan Pattnaik, S. C. Pandey, Bignya Patnaik","doi":"10.1108/eemcs-09-2023-0331","DOIUrl":"https://doi.org/10.1108/eemcs-09-2023-0331","url":null,"abstract":"Learning outcomes\u0000After completion of this case study, students will be able to help participants appreciate how the personal experiences of the founder(s) shape the inception of a social venture and impact its ongoing evolution; elucidate the intricacies and challenges inherent in managing a mission-driven organization dedicated to serving the underserved segments of society; emphasize the difficulties associated with exploring opportunities for scaling up a social venture; and facilitate comprehension of the various options and strategies available for achieving scalability.\u0000\u0000Case overview/synopsis\u0000The Kalinga Institute of Social Sciences (KISS), founded in 1992–1993 by Prof. Achyuta Samanta in Bhubaneswar, was a pioneering institution with a distinctive focus on providing high-quality education at all levels, exclusively to tribal students. From its inception, KISS remained unwavering in its commitment to the holistic development of marginalized tribal communities. It offered not just free education but also comprehensive support, including accommodation, food and health care, to thousands of students spanning from kindergarten to post-graduation levels. Remarkably, KISS held the unique distinction of being the world’s only university dedicated to tribal education. Over the years, KISS witnessed remarkable growth, evolving from a modest 125 students in 1992–1993 to a thriving community of 30,000 students. Its success garnered attention from federal and state governments, public institutions, philanthropists and corporations, all intrigued by the prospect of replicating its transformative model in diverse regions of the country. KISS even received invitations to establish similar campuses in neighbouring countries such as Sri Lanka, Bangladesh and Nepal. What set KISS apart was its self-sustaining approach. While it did receive support from like-minded organizations and government schemes, it operated without charging any fees to its students. This ethos posed a unique challenge for Samanta: determining the nature and extent of support and resources required should KISS choose to expand its impact beyond its current boundaries.\u0000\u0000Complexity academic level\u0000This case study is suited for inclusion in courses pertaining to social innovation and non-profit management, particularly in modules around the theme of scaling social innovation. It provides an illustration of the growth trajectory of social innovation-oriented ventures and the key factors underlining their success and sustainability. Furthermore, this case study delves into the inherent tensions that often emerge during the process of scaling up such initiatives.\u0000In addition to the MBA-level courses, this case study can also be used as a resource for executive education programs with a specific focus on social purpose organizations and those dedicated to fostering partnerships in pursuit of social goals. It offers insights into the dynamics of these organizations and their collaborative effo","PeriodicalId":505724,"journal":{"name":"Emerald Emerging Markets Case Studies","volume":"9 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139797959","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}
Learning outcomes After completion of the case study, students will be able to analyze the marketing mix strategy of a firm, discuss the importance of a generic strategy to gain a competitive advantage, analyze the basis of consumer segmentation in furniture and highlight the importance of positioning in influencing the overall marketing mix strategy of a firm. Case overview/synopsis It was April 18, 2022. Puneet Singh Seehra (Seehra), the owner and director of Shearling Skins Private Limited (Shearling), was visibly worried as he was looking at the recent sales report. Shearling was in the business of manufacturing premium-quality furniture for corporate clients. Seehra was happy about the growth of his company. However, he was lately concerned about the declining sales figures. Some important questions were troubling Seehra. Was competition eating into his business? How could he differentiate Shearling from competition? What was the right marketing strategy for a market dominated by unorganized competitors and a few major players? His head spinning, he leaned back on his chair as he looked out of his office window. Complexity academic level The case study can be taught in a graduate-level course in marketing or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS: 8 Marketing
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Pub Date : 2024-01-08DOI: 10.1108/eemcs-11-2022-0438
Aasha Jayant Sharma
Learning outcomes Upon completion of the case study, the students will be able to apply business upscaling strategies to an upcycling social enterprise that is embracing a circular economy approach by using the Ansoff growth matrix; to analyze strategies for transition to circularity using the butterfly diagram tool for both business and personal use; to indulge in upcycling exercises for a used product of their choice, not only unleashing their creative potential but also contributing to an idea that might get them to win a contest; to analyze different operational problems and efficiency opportunities that arise when a company takes on social and environmental causes as a business opportunity; and to strategize how a social enterprise can be sustained and made for-profit by applying business strategies. Case overview/synopsis This case study covers the concepts of upcycling under the gamut of circular economy, a concept that has become more of a strategy to sustain and survive in today’s world. This case is about Rimagined, an upcycling company that could be a model for circular ideas and upcycling of stuff. This case study narrates the growth and the challenges faced in upcycling and encourages students to ideate a new design for any upcycling item of their choice. This case will also make students strategize the expansion plan for Rimagined. Shailaja Rangarajan is the protagonist of this case study who started this social enterprise to make a difference and do her bit. Sustaining a social enterprise requires business acumen and risk-bearing capacities like any other business. Rangarajan was facing the dilemma of expansion and was trying out several feasible options. Rimagined had been unable to attract investors because their expectations of quick returns could not be immediately fulfilled. Investors focused more on waste management as an industry and not on upcycling as a separate area of work. Complexity academic level This case study is suitable for students of MBA or executive MBA level. Specifically, this case study can be used in business strategies and circular economy courses. Supplementary materials Teaching notes are available for educators only. Subject code CSS 4: Environmental management.
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Pub Date : 2024-01-08DOI: 10.1108/eemcs-04-2023-0130
Hemverna Dwivedi, Rohit Kushwaha, Pradeep Joshi
Learning outcomes In the light of the case study and the accompanying case study questions, the incumbent would be able to gain a comprehensive understanding on the theoretical underpinnings of retail store expansion, identify the challenges for expanding a brand into emerging markets such as India and apply various marketing strategies aimed at in-depth analysis retail expansion. Learners can further comprehend the importance of brand communication incorporated by the brand to attract its customer subset. Case overview/synopsis It was in December 2022, when Mason Chatterjee, the Indian brand head of Armani Exchange (A|X), was confronted with the managerial dilemma whether launching the second store in the city of Ahmedabad would be a right decision. Another issue that was troubling him was how to go about launching a second store in a city which was not a home to other luxury sublabels. The case study illustrates the decisional aspect of retail expansion adopted by Chatterjee, considering the distinct managerial perspectives. Chatterjee found potential in the city of Ahmedabad, owing to an increased number of high-net-worth individuals and other macro factors. The case study is primarily an outcome of research carried out at A|X store at Ahmedabad One mall, Ahmedabad, for over a fortnight in the month of February 2023. The expansion decision of Chatterjee proved to be a success in the city of Ahmedabad reaching a sales figure of INR 1 crore (US$130,344.11) in the very first month of its launch. However, he was confronted with the managerial dilemma of further expansion, just six months after the launch of the latest expansion. Complexity academic level The case study is intended for advanced undergraduates or postgraduate programs in management or electives such as marketing, retail management and strategic management. It has not only been specifically designed for teaching the concept of retail expansion but can also be used to integrate contexts on brand’s merchandise mix, retail positioning, visual merchandising and brand communication. The case study has an overview of each of these elements. The instructor may choose them into the context for a wider encompassing detailed lesson or particularly on the main aspect of the case. Supplementary materials Teaching notes are available for educators only. Subject code CSS8: Marketing
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Pub Date : 2024-01-04DOI: 10.1108/eemcs-05-2023-0158
Ann Mary Varghese, Remya Tressa Jacob, Gopalakrishnan Narayanamurthy
Learning outcomes After completing the case study, the students will be able to explore, create and capture the dilemmas of a platform strategy; compare, contrast and configure strategies for successful platform adoption; develop fitting configurations for marketplace design; and use temple framework to evaluate the dilemma of the element of time (do it sooner, delay for later or dismiss forever) in launching a new marketplace. Case overview/synopsis Shoppre was a parcel-forwarding firm established in 2017. In a short period, Shoppre turned out to be one of the best parcel forwarding and cross-border commerce companies in India, thanks to the first-mover advantage it enjoyed. Shoppre had offerings of shopping and shipping of cross-border e-commerce. As a new firm looking forward to increasing its market power, Shoppre faced the dilemma of whether to launch the marketplace, and if yes, whether to do it soon or delay it for the future. There was also confusion in the marketplace’s design and implementation. Nikkitha Shankar’s (she/her) worry was that if Shoppre did not decide quickly on this, there would be possible crises in managing the partners and their financial performance. Shankar was brainstorming the issues with the founding partner and was gauging the dimensions. This case study presented new marketplaces’ dilemmas along with managing sellers, customers, markets, finance, logistics and digital transformation. Complexity academic level The case study is suitable for undergraduate- and graduate-level students pursuing courses in business programmes and senior management professionals participating in executive education programmes. The case study will also fit well for courses such as the “Platform strategy: building and thriving in a vibrant ecosystem” course [1], digital business models [2] and digital business strategy [3]. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
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Pub Date : 2024-01-04DOI: 10.1108/eemcs-11-2022-0425
Marina Apaydin, Martin Johannes Løkse Sand, Rebecca A Hoogendoorn, Maha Eshak
Learning outcomes The expected learning outcomes are to understand key frameworks and tools for global leaders through the application of widely used theoretical frameworks on a written business case, understand the role of the leader in a team, apply theories of change to situations to anticipate courses of events and evaluate and apply relevant theory to assess a leader’s character and personality. Case overview/synopsis Hassan Allam Holding (HAH) was a family-owned Egyptian engineering, construction and infrastructure company managed by co-Chief Executive Officers and brothers Amr and Hassan Allam. HAH experienced significant growth and success, but eventually, it reached a point where its family governance structure could no longer sustain further growth. Amr and Hassan realized this and started planning to transition toward a corporate governance structure. In 2016, they managed to get the International Finance Corporation on board as an equity partner, and this helped propel the governance transition, but they still needed to find a way to convince the family to step back. This case study can help students understand the issues that may occur during a change within an established organization of any size. The case study considers the implications the change may have on the leader, his personality and his character and how it shapes the leader in question as an outcome. This case study has been designed to be used in one or two sessions and can be offered in management or leadership courses at an undergraduate or graduate level. Complexity academic level This case study is intended for graduate and undergraduate students studying a leadership or management course. It can help students comprehend the challenges of a family-owned business and how change is associated with such businesses. The case also considers how leaders are shaped by effectively managing conflict. This case can be considered as Level 1 on a 1–3 scale, as the full description of the situation is given in the case and the task of the students is to analyze the leader and his decisions using various academic concepts and theories (Erskin et al., 2003). Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship
学习成果预期学习成果是：通过在书面商业案例中应用广泛使用的理论框架，了解全球领导者的关键框架和工具；了解领导者在团队中的作用；将变革理论应用于各种情况，以预测事件的进程；评估并应用相关理论来评估领导者的性格和人格。案例概述/简介哈桑-阿拉姆控股公司（HAH）是一家家族企业，主要从事埃及工程、建筑和基础设施建设，由联合首席执行官阿姆尔和哈桑-阿拉姆兄弟管理。HAH 经历了巨大的增长和成功，但最终达到了家族治理结构无法再维持进一步增长的地步。阿姆尔和哈桑意识到了这一点，并开始计划向公司治理结构转型。2016 年，他们设法让国际金融公司作为股权合伙人加入，这有助于推动治理转型，但他们仍需要找到说服家族后退的方法。本案例研究有助于学生了解任何规模的成熟组织在变革过程中可能出现的问题。本案例研究考虑了变革可能对领导者、其个性和性格产生的影响，以及变革的结果如何塑造了相关领导者。本案例研究设计为一到两次课程，可在本科生或研究生的管理或领导力课程中使用。它可以帮助学生理解家族企业所面临的挑战，以及变革是如何与这类企业联系在一起的。本案例还探讨了如何通过有效管理冲突来塑造领导者。本案例可被视为 1-3 级中的第 1 级，因为案例中给出了情况的完整描述，学生的任务是利用各种学术概念和理论分析领导者及其决策（Erskin et al.
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Pub Date : 2024-01-02DOI: 10.1108/eemcs-07-2023-0258
Aramis Rodriguez-Orosz, Federico Fernandez
Learning outcomes After completion of this case study, students will be able to describe the funding path for start-ups, including the amounts and profiles of the usual investors or sources of funds, according to the moment in their life cycle and the characteristics of the initiative; highlight the challenges faced by start-up founders in weak entrepreneurial ecosystems and risky institutional environments; and argue in favor of or against different modes and typical instruments of venture capital (VC) investments in the early stages of new businesses, each of them different regarding dilutions, valuation potential, depth of negotiations and term sheets. Case overview/synopsis Asistensi, a technology and telemedicine start-up founded in 2020 in Venezuela by three entrepreneurs (Andrés Simón González-Silén, Luis Enrique Velásquez and Armando Baquero), raised US$3m in less than a year in a seed round in which it attracted the attention of professional VC funds such as Mountain Nazca, Alma Mundi Ventures and 468 Capital. Everything was set for launching operations in Mexico and the Dominican Republic in April 2021. However, a series of difficulties led to higher expenditure than planned, prompting the entrepreneurs to seek additional capital. The decision on the financial instrument to be associated with the potential valuation and shareholder dilution figures has been posed as a dilemma. Complexity academic level The case study focuses on understanding the start-up financing process. It can be used effectively in management- and finance-related subjects for graduate students taking introductory topics in entrepreneurship and entrepreneurial finance, as well as introductory executive education courses in entrepreneurship, entrepreneurial finance and VC. Supplementary materials Teaching notes are available for educators only. Subject code CSS3: Entrepreneurship
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