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?
In June 2021, Mumbai-based WhatKnot Wedding Photography faced a critical decision between pursuing high-value celebrity weddings or maintaining their focus on mid-size clients. A potential celebrity wedding contract posed a significant opportunity for both revenue and exposure. However, this venture required extensive senior management involvement, redirection of resources, and potential strain on existing client relationships. The company’s co-founders held opposing views: while one favoured consolidating their position in the mid-size market, prioritizing stability, and client relationships, the other advocated for pursuing high-value contracts to gain prominence and higher revenue. The dilemma highlighted the trade-off between pursuing high-value opportunities and maintaining existing business models. This decision would shape the company’s future direction and market positioning, with implications for both short-term gains and long-term sustainability.
In June 2021, Mumbai-based WhatKnot Wedding Photography faced a critical decision between pursuing high-value celebrity weddings or maintaining their focus on mid-size clients. A potential celebrity wedding contract posed a significant opportunity for both revenue and exposure. However, this venture required extensive senior management involvement, redirection of resources, and potential strain on existing client relationships. The company's co-founders held opposing views: while one favoured consolidating their position in the mid-size market, prioritizing stability, and client relationships, the other advocated for pursuing high-value contracts to gain prominence and higher revenue. The dilemma highlighted the trade-off between pursuing high-value opportunities and maintaining existing business models. This decision would shape the company's future direction and market positioning, with implications for both short-term gains and long-term sustainability.
In May 2019, ByteIQ Analytics was formed in India, with the idea to revolutionize finance through the potential of data. In the beginning, ByteIQ offered data science and analytics capabilities in the form of various services. But the founders aspired to make ByteIQ a product company so they created their first product, BankStorii, in December 2021. BankStorii was designed to aid financial customers to select the best banking products. ByteIQ's chief executive officer had two choices in selecting a suitable business model for BankStorii: make BankStorii available to the country's masses free of charge through a website platform or make BankStorii a proprietary software and license it to banks.
Bengaluru Airport began an expansion project worth US$2 billion in 2018, but by mid-2020 COVID-19 had severely impacted the aviation industry and reduced passenger volume at the airport by half. Although the airport’s leadership team had detected the crisis early and taken swift action, with no cure for the virus in sight business continuity and staff safety were in jeopardy. The next board meeting was in August 2020, less than seven weeks away, and the pandemic threatened to derail the expansion plans. Among other pressing questions the leadership team had to address—including whether to continue with the expansion plan, reduce its scope, or delay it—was whether they had done enough throughout the crisis to inspire confidence.
In May 2019, ByteIQ Analytics was formed in India, with the idea to revolutionize finance through the potential of data. In the beginning, ByteIQ offered data science and analytics capabilities in the form of various services. But the founders aspired to make ByteIQ a product company so they created their first product, BankStorii, in December 2021. BankStorii was designed to aid financial customers to select the best banking products. ByteIQ’s chief executive officer had two choices in selecting a suitable business model for BankStorii: make BankStorii available to the country's masses free of charge through a website platform or make BankStorii a proprietary software and license it to banks.
Bengaluru Airport began an expansion project worth US$2 billion in 2018, but by mid-2020 COVID-19 had severely impacted the aviation industry and reduced passenger volume at the airport by half. Although the airport's leadership team had detected the crisis early and taken swift action, with no cure for the virus in sight business continuity and staff safety were in jeopardy. The next board meeting was in August 2020, less than seven weeks away, and the pandemic threatened to derail the expansion plans. Among other pressing questions the leadership team had to address-including whether to continue with the expansion plan, reduce its scope, or delay it-was whether they had done enough throughout the crisis to inspire confidence.
In June 2016, Sumayyah Sayed, a resident of Dubai, United Arab Emirates, decided to donate food to those who needed it through a sharing fridge for the full month of Ramadan. When she noted the extent of the need for more help, she turned to social media. What followed demonstrated the power of social media campaigns and the collective management of supply chains and perhaps initiated a new entrepreneurial venture. Within one month, the Facebook Inc. group Sayed had created to support her Ramadan Sharing Fridges initiative had 22,000 members, 165 donating fridges had been set up, and the story was creating waves in international media. What kind of entrepreneurial style was this? Was it sustainable? Was it an alternative model that could be adopted by others who aspired to set up business ventures, or was it a fluke?
In June 2016, Sumayyah Sayed, a resident of Dubai, United Arab Emirates, decided to donate food to those who needed it through a sharing fridge for the full month of Ramadan. When she noted the extent of the need for more help, she turned to social media. What followed demonstrated the power of social media campaigns and the collective management of supply chains and perhaps initiated a new entrepreneurial venture. Within one month, the Facebook Inc. group Sayed had created to support her Ramadan Sharing Fridges initiative had 22,000 members, 165 donating fridges had been set up, and the story was creating waves in international media. What kind of entrepreneurial style was this? Was it sustainable? Was it an alternative model that could be adopted by others who aspired to set up business ventures, or was it a fluke?
With over one million employees, Mega Railway Network is one of the largest recruiters in the world. As the result of criminal activity in one of its largest rail yards, a worker lost his life in the line of duty. The circumstances of the incident have led to a high-stakes strike action by workers at one of its busiest rail depots. As the divisional operations manager, chief transportation manager or the head of locomotive engineers (drivers), you must reconcile differences between management and staff or risk stalling the hundreds of freight and passenger trains that pass through each day. As a worker, you need safety and other concerns addressed.
With over one million employees, Mega Railway Network is one of the largest recruiters in the world. As the result of criminal activity in one of its largest rail yards, a worker lost his life in the line of duty. The circumstances of the incident have led to a high-stakes strike action by workers at one of its busiest rail depots. As the divisional operations manager, chief transportation manager or the head of locomotive engineers (drivers), you must reconcile differences between management and staff or risk stalling the hundreds of freight and passenger trains that pass through each day. As a worker, you need safety and other concerns addressed.
The management of the Youreka Hotel in Amritsar, India, was concerned about the hotel's overall returns relative to its annual operating cost and large initial investment. The new five-star hotel was now up and running and customers had started checking in, but occupancy levels were low. The hotel industry in India was making double-digit margins, but the hotel had not even achieved operational breakeven yet. Of key importance for the operations head was choosing the best seafood supplier - based on selling price, transportation cost and other factors - for supplying the hotel's restaurants. A poor decision could have a negative impact on room occupancy and profitability. Among management, there were also concerns that the location of the hotel might be unfavourable. When could the operations head expect the hotel to match the profitability of the industry? What could he do to improve the hotel's profitability?
The management of the Youreka Hotel in Amritsar, India, was concerned about the hotel’s overall returns relative to its annual operating cost and large initial investment. The new five-star hotel was now up and running and customers had started checking in, but occupancy levels were low. The hotel industry in India was making double-digit margins, but the hotel had not even achieved operational breakeven yet. Of key importance for the operations head was choosing the best seafood supplier — based on selling price, transportation cost and other factors — for supplying the hotel’s restaurants. A poor decision could have a negative impact on room occupancy and profitability. Among management, there were also concerns that the location of the hotel might be unfavourable. When could the operations head expect the hotel to match the profitability of the industry? What could he do to improve the hotel’s profitability?
Owing to the rapidly growing automotive market, international joint venture activity in the auto-components sector has been increasing in India, both in terms of frequency and strategic importance.Bonazzi Indo Fasteners Limited, a joint venture between the Turin-based Bonazzi Group and the Mumbai-based Indo Group, was set up to manufacture automotive fasteners, primarily for global original equipment manufacturers. There is a confrontational relationship between the two joint venture partners, and the chief executive officer has been unable to broker peace between them.
Owing to the rapidly growing automotive market, international joint venture activity in the auto-components sector has been increasing in India, both in terms of frequency and strategic importance.<br><br>Bonazzi Indo Fasteners Limited, a joint venture between the Turin-based Bonazzi Group and the Mumbai-based Indo Group, was set up to manufacture automotive fasteners, primarily for global original equipment manufacturers. There is a confrontational relationship between the two joint venture partners, and the chief executive officer has been unable to broker peace between them.
The collapse of Lehman Brothers, a major Wall Street investment bank, sent shockwaves through financial markets as global liquidity dried up and investor confidence reached an all-time low. Banks with exposure to complex financial instruments in high-debt environments were considered particularly vulnerable. ICICI Bank - India's largest private-sector bank with maximum international exposure among Indian banks - was hit by rumours about its exposure to Lehman assets. Solvency fears drove its depositors to withdraw large sums of money and the bank's stock value started to erode. ICICI's management responded to the crisis by initiating an intense public relations effort: the bank released information on its exposure and supported its position through media appearances of its top executives and statements issued by rating agencies, regulators, and the government of India. The bank emphasized the strength of its balance sheet, the limited exposure to risky assets, adequate provisioning, and a healthy cash reserve ratio. It alleged malaise and rumour-mongering by market intermediaries as the reason behind the crisis and denied any threats to its solvency. The public relations effort had barely concluded when another episode of stock collapse and customer withdrawal started. The case gives students an opportunity to evaluate crisis communication efforts in the age of new media and its link with business reputation. The student, in the role of a PR consultant, must decide why the efforts failed. What else could have been done to restore trust?
The collapse of Lehman Brothers, a major Wall Street investment bank, sent shockwaves through financial markets as global liquidity dried up and investor confidence reached an all-time low. Banks with exposure to complex financial instruments in high-debt environments were considered particularly vulnerable. ICICI Bank — India’s largest private-sector bank with maximum international exposure among Indian banks — was hit by rumours about its exposure to Lehman assets. Solvency fears drove its depositors to withdraw large sums of money and the bank’s stock value started to erode. ICICI’s management responded to the crisis by initiating an intense public relations effort: the bank released information on its exposure and supported its position through media appearances of its top executives and statements issued by rating agencies, regulators, and the government of India. The bank emphasized the strength of its balance sheet, the limited exposure to risky assets, adequate provisioning, and a healthy cash reserve ratio. It alleged malaise and rumour-mongering by market intermediaries as the reason behind the crisis and denied any threats to its solvency. The public relations effort had barely concluded when another episode of stock collapse and customer withdrawal started. The case gives students an opportunity to evaluate crisis communication efforts in the age of new media and its link with business reputation. The student, in the role of a PR consultant, must decide why the efforts failed. What else could have been done to restore trust?
The case describes the delivery of an urban public transportation project through a public private partnership (PPP). Delhi Metro Rail Corporation (DMRC) was a corporate body created by the Government of India and the Government of National Capital Territory of Delhi (NCT Delhi) for implementing a mass rapid transit system (MRTS) in Delhi. Dr. E. Sreedharan was appointed the managing director of the corporation. DMRC successfully completed phase-I of the MRTS in 2006. The government further mandated DMRC to implement phase-II of the MRTS project. The Japanese Bank of International Cooperation (JBIC) provided soft loans for both phases of the project, which were being implemented and commissioned through conventional engineering and procurement contracts (EPC). Meanwhile, the city of Delhi got the mandate to host the XIX Commonwealth Games 2010. As part of the preparations for these games, linking New Delhi Railway Station with Indira Gandhi International (IGI) Airport with a metro system - Airport Express Metro Link (AEML) - became necessary for easing the traffic congestion in the city. The time line available for the AEML project was less than three years. At the same time, JBIC financial help was not available for this project. Dr. Sreedharan was thus facing the challenges of project financing and its timely delivery. In the recent past in India, the public private partnership (PPP) model of infrastructure development had emerged as a dominant model due to its certain desirable characteristics. The case discusses various options available to DMRC for project financing and timely completion of the AEML project under PPP mode.