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Berger Paints India Limited: Discovering the Optimal Capital Structure - Instructor Spreadsheet
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Berger Paints India Limited: Discovering the Optimal Capital Structure - Student Spreadsheet
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Greg Linton and Tightline Anchor Inc. – Managing Growth
In April 2023, Greg Linton, the founder and chief executive officer of Tightline Anchor Inc., a start-up that sells innovative anchors to the personal watercraft industry, was preparing for growth. Linton and his team were having success with sales but they could see multiple opportunities ahead. This case explores growth decision-making challenges for early-stage ventures and competitive positioning for new products. In addition, the case explores the interesting example of military entrepreneurs and the challenges and opportunities for service personnel. -
Hotel Zed: What’s Next for the Nooner?
In October 2023, Hotel Zed’s chief executive offer (CEO) was exploring ideas for the 10th iteration of Hotel Zed’s Valentine’s Day campaign, the Nooner. The eclectic, Victoria, British Columbia–based hotel chain had built its identity on being radically different, featuring a sex-positive brand identity and a retro-themed hotel aesthetic from the 1960s and 1970s. Moreover, the Nooner’s cheeky, risqué campaign focus had earned the hotel significant media attention over the years. But creating a new promotion highlighting a decade of success would be a tall order.<br><br>What might surprise and delight Hotel Zed’s customers, driving eyes and attention to its funky, rebellious brand? Hotel Zed’s CEO needed to work with the marketing team to quickly nail down a new promotion idea that would effectively promote the hotel and the Nooner campaign. -
Shri Gandhi Ashram Khadi Bhandar: Sustaining the Revolutionary Fabric?
This case describes the challenges of declining and uneven sales facing the manager of a Khadi Gramodyog outlet in the Bhootnath market in the city of Lucknow, Uttar Pradesh, India. Khadi Gramodyog is the brand name for Shri Gandhi Ashram Khadi Bhawan, a social trust established according to Mohandas Karamchand Gandhi’s national ideal. Khadi Gramodyog produced marketable goods, fulfilled the goal of self-reliance, and empowered people living in poverty, while strengthening rural communities. Its purpose was to support cottage-based businesses that in turn supported the Khadi Gramodyog brand’s objectives. But as competition increased, the requirement for modernization and digitization made it harder to meet the needs of today's consumers. The case serves as an example of the difficulties the store manger of an outlet Khadi Gramodyog store in the Bhootnath market faced in trying to revive the business. -
Transforming Tradition: The Ritual of the Calling of an Engineer
In their final year of studies, many engineering students in Canada eagerly anticipate reciting their obligation and receiving their “ring” as part of the century-old iron ring ceremony (i.e., the Ritual of the Calling of an Engineer). Most students are unaware of the specifics of the ceremony or its history until they attend it. The Ritual of the Calling of an Engineer has been an important rite of passage for Canadian engineering graduates for almost a hundred years and upholds a culture of engineering that is male-dominated, hierarchical, and elitist, in addition to being implicated in environmental abuse and degradation. Over the last century, the ritual has remained largely unchanged, even in the face of public pressure. As a member of the Corporation of the Seven Wardens, what decision, if any, would you make about changing the Ritual of the Calling of an Engineer? -
Mysore Deep Perfumery House: Scaling A Family Business
Mysore Deep Perfumery House (MDPH) faced the challenge of scaling a low-tech business in the incense stick market. Led by Prakash Agarwal and his sons, MDPH secured a substantial domestic market share through competitive pricing and extensive distribution, aiming to achieve a ₹10 billion turnover by 2026. The company had to choose between expanding their core business or diversifying into related or new product lines. Expansion entailed deeper market penetration and product variation, while diversification presented opportunities in sectors like home fragrances or personal care products. The chosen strategy had to align with MDPH's economic and non-economic family goals, considering market dynamics and consumer trends. By leveraging their brand equity and distribution networks while staying true to their values, MDPH had the opportunity to navigate industry challenges and realize their growth ambitions. -
Orange Sky: Balancing Commitment to Cause and Well-Being
Orange Sky Australia evolved as an entrepreneurial non-profit organization offering two primary services for the homeless: mobile laundering of clothes and engaging in genuine, individual, face-to-face connections through conversation. In February 2024, with 73 employees and roughly 3,000 volunteers spread throughout Australia and New Zealand, the company’s recent staff engagement data indicated a decline in well-being metrics since the start of the COVID-19 pandemic in 2020, despite the strong positive organizational culture. The company’s growth strategy to double volunteer numbers within the next two years created additional challenges for how to recruit volunteer team leaders to manage and oversee daily operations as most volunteers did not want leadership roles. -
Hockey Canada: To Accept Or Not Accept
This case explores the complexities and challenges that can arise when evaluating a job offer that involves a potential conflict between an individual’s passions and their professional prospects and personal relationships. In January 2023, Stephanie MacLean, a recent business school graduate, faced a challenging career decision. She had received a job offer from Hockey Canada’s Public Relations (PR) division for what she had initially regarded as her “dream job.” However, after revelations in the news regarding the organization’s history of sexual assault, she now had reservations about taking up the offer. While tempted by the opportunity to combine her passion for sports and her interest in PR, MacLean feared potentially alienating her social and professional networks, damaging her personal reputation, and limiting her career trajectory. It was Friday, and MacLean needed to make a decision over the weekend. -
Healthy Eats: Farm to Folks Meals
Luke Thomas, owner and operator of Healthy Eats (HE), was considering the future direction of the business following an inflow of cash from a silent investor. HE was a meal prep delivery service located in London, Ontario that focused on fueling healthy lifestyles with locally sourced ingredients. Having proven the business model in London, Thomas was considering two distinct growth alternatives: opening a second kitchen in Hamilton, Ontario, or doubling down on securing new corporate clients. Regardless of his decision, Thomas also wanted to revisit HE’s fiscal 2023 marketing strategy to ensure sales projections were met despite a limited budget. -
The Solidarity Fund in South Africa: Creating Social Value in a Crisis
<p align="justify">The Solidarity Fund (the Fund) was established in March 2020 by a business group in South Africa to support the South African Government’s response to the COVID-19 pandemic. By September 2022, the Fund had proven highly effective and helped stabilize the healthcare system, provided economic support to the most vulnerable, and also encouraged the population to get vaccinated. Gloria Serobe, the Fund’s chairperson, was happy to have seen it succeed and complete its objectives. She pondered its future as lockdowns eased and the initial hardships of the pandemic slowly dissipated. The President of the Republic of South Africa personally contacted Serobe and asked that the Fund not be closed so that it could be maintained for future crises. Serobe and the board of directors needed to determine what options were available for the Fund—should it remain dormant or be closed? -
Merced Property and Casualty Company: How Climate Risk Led to Its Failure
Facilitated by hot Diablo winds, dry weather, and combustible vegetation, the Camp Fire in November 2018 almost destroyed the town of Paradise in Butte County, California. The fire also led to the demise of Merced Property and Casualty Company (Merced), a small property and casualty insurer based in Atwater, California. Following the Camp Fire, homeowners’ insurance claims exceeded Merced’s ability to pay out their insurance claims, and in December 2018, Merced was put into liquidation by the California Insurance Guarantee Association. In September 2021, Jessy Picado, chief executive officer of Insuredhouse, a small property and casualty insurer in Alberta, Canada, decided to scrutinize the case of Merced in a bid to restructure Insuredhouse’s climate risk management plan. Picado appointed Dany Voisin, chief risk officer, to identify the reasons for the downfall of Merced and draw lessons from it. Voisin had to determine what available information and financial ratios would have been indicators of Merced’s business vulnerability and use them in his analysis before making recommendations to Insuredhouse. -
Gupta Furniture: Demand Fulfillment and Cost Efficiency through Aggregate Planning
The production supervisor of Gupta Furniture was tasked with selecting a mode of production that not only met the demand for the company’s best-selling product, the office interior chair, but also minimized the overall cost of production. The firm’s operations manager had stressed that the chosen production strategy should enable the company to meet demand at the lowest possible cost. As such, the brief was to prepare a comprehensive aggregate plan based on the forecasted demand scenario, considering how much to produce and when to produce in addition to determining which strategy among those traditionally applied would give the best results. The major challenge lay in planning and scheduling inventory, and determining regular production, overtime production, subcontracting, and employment levels over a medium term of 9 to 15 months, though both the short-term and long-term implications of these quantitative decisions also had to be taken into account. -
Gupta Furniture: Demand Fulfillment and Cost Efficiency through Aggregate Planning - Instructor Spreadsheet
Instructor spreadsheet to accompany product W30150. -
Quick Heal Technologies: Quest for A Performance-Driven Culture
The implementation of the OKR-based Performance Management System (PMS) in Quick Heal, an Indian cybersecurity company came about because of Ms. Reetu Raina, the CHRO’s revelation about loopholes in the existing PMS that needed to be addressed. The old PMS had a rigid top-to-bottom approach without any mechanism for frequent feedback. Moreover, not every individual goal was tangible or aligned with the organizational strategy. As a result, it had become challenging to differentiate between high and low performers, and Quick Heal was missing out on a chance to grow as a company. The organization faced several challenges during the implementation process of the new OKR-based PMS, such as employees’ resistance to change, slow transformation of the traditional goal-setting process to a more agile approach and other barriers towards the new system’s adoption. Employees questioned the need and relevance of the new PMS amidst the uncertainties of the post-pandemic work norms and strongly resisted the transition. Mixed reviews from the department heads left Raina puzzled and wondering about the pitfalls of the transition, the implementation process and overall the potential of the new OKR-based PMS as a tool to create a performance-based culture at Quick Heal. -
HPCL: Retail Network Expansion for Navigating Energy Transition
The chief general manager (Retail) at Hindustan Petroleum Corporation Limited (HPCL) was reviewing the sites that had been shortlisted for network expansion. The company needed to select three sites out of six on the short list where it could expand its retail operations. Traditionally, the sales potential for HPCL’s main products—motor spirit and high-speed diesel—was an overarching factor for site selection. However, the company had to also now take into account the strategic requirement to expand the current retail fuel network while considering the energy transition as well as other growth avenues. As such, the network expansion strategy and site selection process had to be in alignment with the aspirational targets set by the company. For selecting the most suitable sites, a set of criteria was identified that aligned with HPCL’s targets. However, no single shortlisted site provided the maximum benefit across all criteria, so selecting the right sites for expansion would be a difficult task. -
HPCL: Retail Network Expansion for Navigating Energy Transition - Instructor Spreadsheet
Spreadsheet to accompany product W34149. -
NSGC Technology: How to Succeed in Both Domestic and International Markets
NSGC Information Technology Co., Ltd. (NSGC Technology) is both a cybersecurity enterprise engaged in technological innovation and a software firm focusing on cyber range construction and cybersecurity talent cultivation. It boasts a long history of doing business with the military industry, and it has produced a wide range of competitive cyber range products. At its inception in 2014, NSGC Technology initiated XCTF, a CTF (capture the flag) competition ranking first in Asia and second in the world, which earned the company a strong international reputation. NSGC Technology started to tap the global market in 2017 and has fostered an international outlook over many years of overseas practices. Its products and services are now available in more than twenty countries. While competing with leading global manufacturers, it has developed insights into the cyber range sector and become the only internationally competitive Chinese enterprise in this field. However, as the company marched from the military industry into non-military fields, it became trapped in low-level industry competition in 2021. In addition, the company’s overseas business has been severely impacted since 2020 by the COVID-19 outbreak. At the beginning of 2022, facing challenges at home and abroad, NSGC Technology had to carefully examine the relationship between domestic and global markets and formulate a new corporate development strategy. -
STEPN: Preempting a Death Spiral
STEPN was a one-year-old lifestyle app designed to incentivize routine physical activities like walking, jogging, and running by providing individual financial rewards for participants. The app was part of the move-to-earn (M2E) category of blockchain games. Within a short time, STEPN had established an exceptional track record of both financial performance and enterprise valuation and had achieved unicorn status. However, by January 2023, the Web 3 app was on the verge of being caught in what was known in the world of blockchain games as a death spiral. The prices of its flagship product and its exchange medium were both dropping, and the company’s net profits were also in decline. The co-founders needed to determine not only how to head off a death spiral in the short run but also how to sustain the business in the long run. -
Ghost Tree Invitational, ltd.: Financial Challenges
Ghost Tree Invitational (Ghost Tree) was established in 2007 as a non-profit organization. In the past, Ryan Chackel, the president of Ghost Tree, had organized a yearly two-day event in Bend, Oregon, to raise funds for donations to local non-profit organizations. The event included a golf tournament on the first day and a large outdoor dinner event on the second day. Ghost Tree had relied on sponsor dollars, donations, and ticket sales in a business model that had worked well until a recent change with the participating venue. In all previous years, the venue was donated free of charge to Ghost Tree, but this changed in 2022; Green Links Golf Resort would no longer be able to support the tournament, and the venue would now be an additional expense. Chackel needed to develop a new business model that would make financial sense while also staying true to the non-profit organization’s values. Was there a way to address the financial burden while also maintaining the ability to continuously donate to other non-profit organizations? How could Ghost Tree overcome these financial difficulties?