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NEIWAI: Defining Strategies for United States Market Expansion
NEIWAI, a popular Chinese lingerie brand, was founded in 2012. The brand was able to rapidly adapt to both online and offline channels and attracted investment from several top venture capital firms. Being a direct-to-consumer brand, NEIWAI faced various issues like sustainable growth, creating intellectual property protection, and setting pricing limits. To overcome these issues, NEIWAI created offline channels and, at the same time, also planned to enter international markets, starting with the United States. In this scenario, would NEIWAI be able to make its mark in the US market? -
Volkswagen's Global Dilemmas: Deglobalization and the Rise of Electric Vehicles
This case examines the fundamental transformation challenges facing Volkswagen Group as it navigates the intersection of deglobalization and industry disruption. Through chief executive officer Oliver Blume’s perspective, we see how traditionally successful global strategies can become vulnerable when the underlying assumptions of globalization are challenged. The automotive industry was transforming due to technological changes, new consumer preferences, and environmental regulations, while the rise of electric vehicles (EVs), particularly from Chinese competitors, reshaped the market. Geopolitics complicated this transition, including the US–China and European Union–Russia decoupling tensions and the Ukraine War, which disrupted supply chains. -
Sid's Farm: Can Their Sustainable Dairy Expand?
In 2022, the chief executive officer of Sid’s Farm, a dairy-farming business in Hyderabad, India, had to make a key decision regarding the expansion of his business. The company provided natural and unadulterated dairy products, produced using sustainable farming practices, using a direct-to-consumer (D2C) model and had earned a good reputation and won awards for both its positive impact on the farming ecosystem and its commitment to ethical and environmentally responsible business practices. Now, the CEO wanted to increase his reach to more farmers, providing them with economic sustainability. He wondered which metro city he should expand into and which strategy model to follow: Should he replicate the Hyderabad model in another city or transport milk from the existing dairy plant to the chosen metro city? Would such an expansion dilute the farm’s ethical standards or compromise its environmental sustainability commitments? -
Fadia Kiwan: Struggles and Triumphs in Overcoming Challenges in Lebanon
Dr. Fadia Kiwan, a Lebanese political-science professor at Saint-Joseph University and the director general of the Arab Women Organization, had observed through her work that Lebanon's socio-political landscape presented both opportunities and challenges for women's empowerment. Thus, in February 2022, she faced a significant career dilemma: she could run for Lebanon’s upcoming parliamentary elections or continue her impactful roles in academia and women's advocacy. Her decision would be crucial because each path offered distinct possibilities for advancing women's rights and political representation in a region fraught with obstacles for women. Which path would she choose? -
Nirula's: Revitalizing a Made in India Legacy Brand
This case examines the decline of Nirula’s, a once prosperous fast-food chain in India. Nirula’s, founded in the 1970s, introduced Western-style fast food in India. The firm tailored its menu to suit the regional tastes and preferences. The brand’s pioneering method of combining several culinary traditions led to a loyal consumer following, especially among the millennial demographic in Northern India. However, Nirula’s had enormous challenges due to the emergence of international fast-food chains like McDonald’s. It also faced issues related to availability and ambiance and struggled to stay relevant among younger customers. This case relates to rejuvenating and reviving a declining brand. -
The Young Studio: Learning the Language of Marketing
The Young Studio Expression Arts (TYS) was a tutoring business based in Dubai, United Arab Emirates. Founded in 2020 by a former school teacher, TYS had a number of service offerings and worked with a variety of markets. It never turned down a potential sale. However, after two years of business, its owner found herself struggling to expand in the market with limited resources. A business consultation identified a key issue: that the business did not have a market strategy or target market. After considering background information on the possible tutoring markets in Dubai and the possible ways to segment the market, as well as the first two years of market insights gained by TYS, its owner would have to decide: Who was her target market? -
Organic India: Conscious Leadership in Action
Organic India was founded in 1997 by Bharat Mitra with the vision to create a unique and successful business model committed to service and integrity, bringing the benefits of genuine organic Ayurveda products to the international market, while supporting the livelihood of farmers and tribal wildcrafters across rural India and regenerating the land through organic agriculture. <br><br>In 2012, Organic India entered a partnership with Fabindia that ensured steady growth for Organic India. In this collaboration, Organic India achieved many vital milestones, for example, diversifying to products other than tulsi tea, building India’s first LEED certified organic plant in Lucknow, and opening Organic India retail stores across India. However, in 2023, Fabindia decided to divest from Organic India, citing that Organic India’s products were not central to Fabindia’s core business. Bharat now faces the challenge of realizing his vision for Organic India while preserving its legacy and core values. What will he do? -
New Zealand Farmers and the Burp Tax: Balancing the Economy and the Environment
New Zealand’s economy was based on agriculture, which comprised 50 per cent of the country’s national greenhouse gas emissions. In 2008, the government imposed a cap-and-trade system—known as the Emissions Trading System (ETS)—but had excluded the agriculture industry at the time. Recently, the government had been considering imposing a carbon tax at the farm level by 2025 to incentivize livestock farmers to reduce their emissions. However, there was significant backlash from the industry, and the government continued to delay implementing the tax. Would it be possible to propel the country into a new era of net-zero-carbon agriculture without destabilizing the meat and dairy industries? -
Theranos: Whistle-Blowing in the Workplace
In September 2015, Erika Cheung, a former employee at the private biotechnology company Theranos, must decide if she will blow the whistle on the company’s unethical practices, including inconsistent test results, data manipulation, and mishandling of patient blood samples. She must decide whether to contact the Centers for Medicare & Medicaid Services, an American federal health regulator, with this information. However, she could also face significant legal consequences due to the non-disclosure agreements she signed with Theranos. Personally, Cheung is wrestling with how to act in accordance with her commitment to improving the quality and affordability of health care and working in service of others. -
WeWork: Too Much Charisma, Too Little Leadership?
WeWork Companies LLC (WeWork), founded in 2010 by Adam Neumann and Miguel McKelvey, had redefined the global real estate industry with its innovative approach to providing co-working spaces. By 2019, the company’s valuation had skyrocketed to $47 billion, and its service offerings had extended to co-living and education. However, mounting financial losses, debt, and revelations about Neumann’s extravagant lifestyle and poor governance practices led to a failed initial public offering and forced Neumann to step down as chief executive officer (CEO) amid eroded stakeholder confidence. Sandeep Mathrani, the experienced real estate executive who was appointed CEO in February 2020, faced a crucial question: beyond rehabilitating the company’s financial prospects, how was he to restore employee morale and revamp confidence in its communal culture? -
SDS RiskAssist: Assisting with Chemical Safety
Rillea Technologies (Rillea) was a software-as-a-service provider for the chemical safety and compliance industry whose main product was SDS RiskAssist, a software package for managing electronic versions of the safety data sheets required by companies and organizations whose employees need to handle potentially dangerous chemicals. In January 2022, Lisa and Rob Hallsworth, Rillea’s co-founders, set themselves the goal of maximizing their company’s revenue growth over the coming years. To accomplish this, they considered implementing a marketing plan consisting of promotional strategies such as purchasing advertising on Google Ads and/or LinkedIn and participating in trade shows. They also considered expanding their product mix to include a premium version of an existing product. Given Rillea’s limited human capital and the increasingly competitive market that was forming in the chemical safety and compliance industry, the co-founders knew they had to make a decision as quickly as possible. -
Amazon: The Antitrust Case
The case of Federal Trade Commission (FTC) versus Amazon.com Inc. (Amazon) revolved around allegations of anti-competitive practices and monopolistic behaviour by the tech giant. Amazon, with its diverse portfolio of services and dominant market position in online retail, faced accusations related to its bundling of “Fulfillment by Amazon” with Prime Eligibility and its price parity rules for third-party sellers. The FTC claimed that Amazon’s bundling strategy stifled competition by compelling sellers to use its fulfillment services, thus limiting their choices and potentially driving up prices for consumers. Additionally, Amazon’s price parity rules allegedly restricted sellers from offering lower prices on other platforms, potentially leading to artificially inflated prices across all channels. However, Amazon argued that these practices were essential for maintaining service quality, preventing showrooming, and protecting its brand reputation. The company would have to evaluate the validity of the FTC’s claims and determine the best course of action in response to the lawsuit. -
Satvic Foods: Attaining Competitive Advantage Through Brand Building
Founded in 2021, Satvic Foods (Satvic) was a company based in Ujjain, India, offering organic, herbal-based food products to a wide range of customers. After only two and a half years since its inception, Satvic had shown tremendous growth, making profits three times the amount of its original investment. Given the high demand for Satvic’s products in the wake of the COVID-19 pandemic, the business’s founder was planning to expand the business globally. However, to achieve international expansion, Satvic needed to develop an effective measure for dealing with cutthroat competition from several leading brands in the country. It also needed to elevate its branding and packaging for better recall in consumers’ minds. Finally, the company’s distribution network needed to be improved for attaining greater availability across markets. -
Marazal: Does Sustainable Upcycling Infringe Brand Identity?
Mariam Assi was the founder of Marazal—a small business dedicated to repurposing empty bottles, primarily empty liquor, wine, and beer bottles. In August 2023, Marazal’s Facebook account, the primary platform she used for marketing, sales, and engaging with her 2,500 followers, was blocked because it had been reported by the manufacturer of Belvedere Vodka. She was in a state of disbelief as she had never intended to misuse the brand; instead, she aimed to breathe new life into empty bottles to prevent them from reaching the Naameh landfill in South Lebanon. Unsettling questions lingered: Was what she was doing ethical or not? What if other manufacturers or brands followed suit, blocking the company’s Instagram account, and throwing Marazal’s business into jeopardy? -
Zipline: Reverse Agility in an Uncertain Environment
Zipline Ghana, established in 2019, transformed health care delivery by utilizing drone technology to serve over 1,200 health care facilities and to address the medical needs of more than 22 million Ghanaians. Its parent company, Zipline Global (Zipline), had demonstrated reverse agility by re-engineering its drones to address the evolving needs of markets in other countries. In August 2023, recognizing the increased demand in Ghana for quick and cost-effective deliveries in the face of rising fuel prices and shifting consumption patterns, Mawuli Atiemo, country manager of Zipline Ghana, was considering whether the company should diversify from its government medical supply contracts to undertake business-to-business (B2B) and business-to-consumer (B2C) contracts in the country. This expansion would likely present Zipline Ghana with new challenges, including considerations around data privacy, potential delivery disruptions, and workforce adjustments. -
Profiting from the Relationship Between Resilience and Growth
Resilience is the key to driving a company’s long-term profitable growth, according to new research at Accenture that was designed to measure the connection between corporate resilience and the ability to create value. After analyzing the performance of 1,615 of the world’s largest publicly traded companies across 18 industries with their Resilience Index, the authors found that only 52 per cent of high-performing companies—those with above-peer-set revenue growth and profitability—outpaced their peers continuously through the business cycle running from the fourth quarter of 2019 to the third quarter of 2023. The authors’ research showed that companies need a holistic vision and investment strategy for resilience, which they define as the capability to cope with and capitalize on fast-changing markets. They found evidence that a combination of financial and non-financial strengths captured in their Resilience Index—such as a company’s ability to hire talent and invest in technological innovations—drive and predict long-term high performance. Companies with the highest ratings across all the Resilience Index’s dimensions had the strongest performance. In addition, the authors discovered that companies that build a resilience-focused culture while investing in multiple resilience-enhancing capabilities and developing the talent needed to unlock the potential of new technologies have faster-growing revenue and profit margins over the long term. -
Aligning CSR and Climate Justice for Indigenous Peoples
When it comes to mitigating the impact of climate change, time is running out for many Indigenous Peoples, whose land plays host to about 80 per cent of global biodiversity. But as Indigenous Peoples fight for climate justice, they face significant social and economic issues that intensify their climate-related problems, including limited representation, restricted education access, inadequate financial services, and conflicts stemming from unregistered ancestral lands and territories. This article proposes a new framework for sustainability that aims to bring the planet’s stakeholders together by aligning corporate social responsibility practices with climate justice requirements for Indigenous Peoples. The authors’ Regenerative Business Framework for Indigenous Peoples’ Climate Justice was developed to provide a strategic approach to achieving climate justice through a balancing of the needs of “planet, people and prosperity” within a regenerative and distributive economic model. The framework is based on an acknowledgment of the rights of Indigenous Peoples along with the value of their wisdom as champions of biodiversity stewardship. It lays the foundation for sustainable capitalism by offering a systematic approach to climate justice that empowers Indigenous populations as agents of businesses seeking the preservation of assets and resources that support a wide range of industries. In the authors’ framework, businesses strive to effectively operate through a cycle of acknowledgement, action, and accountability/transparency in their interactions with Indigenous Peoples. -
Giving Your Inner Operating System an Upgrade
Earth4All, an international collective of economic thinkers, scientists, and environmental advocates, has posited that the current dominant economic model and its focus on gross domestic product growth is destabilizing our societies and planet. Earth4All describes two possible scenarios the world is heading towards as “Too Little Too Late” and “Giant Leap.” The former depicts a world where societies continue to fail to counter economic, political, and social polarization, food and energy insecurity, climate change, and ecological collapse. The Giant Leap scenario envisions a fundamental reconfiguration of global economic, energy, power, and food systems. But why does “Too Little Too Late” behaviour continue? According to Earth4All, the prerequisite internal dimension of systemic change has been underestimated or ignored by business leaders. Earth4All proposes that leaders move away from a short-term method of dealing with challenges; see humanity as part of nature and recognize interconnectedness; and embrace the need for five turnarounds related to poverty, inequality, gender equity, the food system, and the energy system. The article concludes with various techniques to help individuals and teams develop their inner dimension, including using embodied/mindfulness techniques; redesigning meeting spaces to encourage people to move around; turning off all phones/devices during meetings; and using the UN Inner Development Goals in 360 evaluations and reward and recognition initiatives. -
Aditya Birla Fashion and Retail: Stitching Sustainability – Video
This is a video supplement for product W37542. -
Keepsie Kits: Growing a Sustainable Travel Products Company
In May 2024, the founder of Keepsie Kits was planning for the future of her sustainable travel products company, based in Toronto, Canada. She had launched the venture three years earlier to address the environmental impact of disposable, single-use, heavy travel products. She also wanted to educate business and leisure travellers about reducing their environmental footprint. After starting Keepsie Kits in the aftermath of the COVID-19 global pandemic, the founder had captured the interest of the business-to-consumer segment through branding and social media efforts. But as the venture developed, she realized that an unexpected and more viable business-to-business segment had emerged. The founder of Keepsie Kits had to decide whether to focus on only one or on both segments, or whether the time had come to sell her venture and exit the business altogether.