The successful integration of information systems (ISs) in any merger and acquisition (M&A) was crucial for achieving the expected synergies of the transaction. This case described the journey of the merger of two telecom giants in India, Vodafone India Limited and Idea Cellular Limited, into Vodafone Idea Limited (Vodafone Idea), India’s largest telecom services provider at the time of the merger in August 2018. The case invited students to understand the varied dilemmas that Vodafone Idea’s chief information officer faced in conducting large-scale application-integration exercises and making decisions that would have a long-term impact on the IS operating model for the merged entity.
On June 16, 2024, the chief executive officer (CEO), founder, and director of V21 Group of Ventures (V21), a real estate conglomerate based in Pune, India, was preparing to meet with members of a housing society in Mumbai to finalize the agreement for a residential reconstruction project. While the CEO had successfully built five real estate ventures, this was V21’s first project in the challenging field of real estate development, and it presented distinct challenges, including navigating complex regulatory environments, establishing credibility in a competitive market, and securing substantial funding in an industry known for its high entry barriers. The move into real estate development represented a pivotal moment in this entrepreneurial journey, one that could elevate the V21 Group to new heights, and the CEO was facing several critical decisions: He needed to decide how to visualize the business model for this development venture. What should be its key elements? What key strategies should he develop for market entry, funding, and marketing, and how could he tailor these to both the external environment and his available resources? Most importantly, as the Mumbai market was dominated by established players and strict regulatory hurdles, how could he overcome the credibility gap he faced as a new developer in this market?
Winsol, located in Addis Ababa, Ethiopia, was a company that manufactured solar charging products for farmers in rural Ethiopia. The company could not keep up with demand, and its founder wanted to move to an industrial park to expand operations. However, Winsol needed to meet the following qualifications within one year of moving into the park: have more than 30 employees; produce import substitutes or exportable products; and have registered business capital of US$450,000. Winsol had three options: expand using model farmers, partner with microfinance institutions, or expand to neighbouring countries. Before the founder could decide which option to pursue, he needed to fully understand the external environment and competition, and his company's strengths and weaknesses.
Zhejiang Ideal Technology Co. Ltd. (ZITC), a high-tech enterprise affiliated with Zhejiang University and Zhejiang University of Technology, was dedicated to system integration and software technology. Founded in 2005, ZITC provided informatization solutions for government and city agencies and design and engineering services for buildings with intelligence. As China’s health care informatization path became apparent, accompanied with strong policy support and a change of demographic, ZITC’s founder, He Xiongxiong, realized it was time to make a change. Now the key question was, as a new entrant into the health care information technology (IT) market, what was the most focused business strategy for the company?
Chaitsi Ahuja, founder and CEO of Brown Living, was discussing the firm’s future with her teammates. Ahuja started Brown Living in 2019 with a vision for a zero-waste lifestyle and used a marketplace model to partner with other brands and artisans and offer sustainable products for consumers. It strove to maintain a 100 per cent green supply chain and was guided by its Brown Lens method to ensure accurate green assessments of every product. But it faced challenges, not only from e-commerce giants like Amazon but also emerging sustainable product platforms in the Indian market. Ahuja and her team were contemplating expanding into electrical and electronic products, where the scope of green products was restricted and ways of reducing carbon footprints were limited. Could Brown Living remain sustainable while scaling up the business?
Tongwei Co. Ltd., founded in 1995, initially focused on producing and selling aquaculture and livestock feed. In 2006, the company entered the photovoltaic (PV) new energy industry. Since then, it has consistently maintained leading production volumes in high-purity silicon and solar cell modules. Tongwei adopted a specialized, decentralized, and differentiated development model, concentrating on three key segments of the PV industry chain. In early 2023, facing increasing competition and a growing trend towards industry integration, Tongwei considered whether to fully integrate its industry chain, pursue partial integration, or continue with its specialization strategy.
In September 2024, Dr. Mark van Buchem, head of the radiology department at Leiden University Medical Center (LUMC) in the Netherlands, was tasked with presenting at LUMC’s strategic meeting. The focus was on his department’s pioneering efforts in integrating artificial intelligence (AI) into the clinical workflow, a project that had begun in 2018. Over six years, various AI initiatives were launched, many of which had been successfully integrated into the radiology department’s daily operations. At this point, LUMC sought to leverage these successes to develop a comprehensive AI strategy that could scale across the entire hospital. This case explores the challenges and opportunities associated with scaling AI-driven health care transformation in a complex academic and medical setting.
Los Borrachos was a specialty bar in Seoul, South Korea, with the unique vision of creating an intimate gathering place that celebrated sparkling wines and European-style dishes. While the bar generated enough revenue to cover its monthly expenses, it fell short of providing significant income for its co-founders. To fulfill their vision for Los Borrachos, the co-founders need to determine how to attract more of Los Borrachos’ target clientele and increase profitability, all while working with limited time and budget. They were evaluating three strategic options to grow the business: (1) launching a loyalty program to encourage repeat visits, (2) enhancing the bar’s event-hosting services to boost group bookings, and (3) introducing a bundling menu that paired wines with complementary dishes to offer a unique customer experience. Each option represented a different type of innovation, and the decision would affect how Los Borrachos positioned itself within the competitive landscape of the food and beverage industry. The challenge rested in selecting the most effective strategy to drive growth and realize the co-founders’ vision.
<b>All royalties from the adoption of this case will be donated to First-St. Andrew’s United Church.</b><br><br>In November 2022, First-St. Andrew’s United Church (FSA) was dealing with the same challenges that plagued other churches in Canada: a younger generation that was less interested in joining or supporting a traditional church congregation. With an aging membership and shrinking numbers in the congregation, FSA could no longer cover expenses with member donations and fundraising activities. The church leaders have planned a meeting to identify alternatives to save the church. One of the church leaders feels it is only a matter of time before interest from the trust fund will be insufficient to cover projected deficits; another leader invites reflection regarding what they are trying to save and for whom. What options do they have to sustain FSA and how will those options support FSA’s mission?
<p style = "color:rgb(197,183,131);"> <strong> AWARD WINNER - 2024 Fox International Case Writing Competition</strong> </p><br>In 2018, Andes Mendiak Exploration Corp., a Canadian-listed junior mining exploration company that specialized in gold and copper, was facing significant ethical and operational challenges. The company was operating in Ecuador, a country with stringent environmental regulations, bureaucratic inefficiencies, and prevalent corruption—especially in the illegal mining sector. The company’s commitment to sustainable and ethical practices put it at a disadvantage, in a market where illegal miners operated with impunity, often with the tacit approval of corrupt officials. The strict and illogical regulatory environment disproportionately targeted mining companies, even when their activities had minimal environmental impact, compared to unregulated sectors such as agriculture. The country manager of Andes Mendiak Exploration Corp. was grappling with a critical dilemma. Should he strictly adhere to rigorous ethical standards and risk financial losses and delays? Or should he agree to engage in unethical practices, such as the so-called “facilitation fee” payments, to expedite operations?
In August 2021, the director of sales at Castrol India Limited (Castrol), headquartered in Mumbai, was concerned about how best to prepare the company for the future. Through the company’s strong distribution network and digitized tech stack, he and his sales team had ensured efficient dealings with its trade partners of distributors, retailers, and mechanics. After meeting with Castrol distributors, distributor sales representatives, distributor field marketing representatives, and key account executives, he was aware that the distributors’ return on investment was declining due to increasing costs and lower margins. He wondered whether these three frontline sales teams were working synergistically and leveraging each other’s strengths, and he was aware that the next decade would see immense changes in the basic structure of the Indian automotive lubricant market. While Castrol was a leader in this market, with about 20 per cent of the market share, this share had not increased in accordance with the company’s ambitions, and the company now faced competition from existing and new industry players. The sales director was considering three options to transform Castrol’s distribution model: (1) making incremental changes that could bring in efficiency in the existing system, but might require effort and increase in distributor margins; (2) appointing an independent task force to suggest and experiment with new, innovative distribution models; or (3) implementing a managed salesforce route-to-market model, which would involve hiring a specialized third-party sales solution provider and outsourcing distribution differently. Each option had its complications, risks, and rewards. Which one should he implement?
Founded in 1995, Goelia, a Chinese fashion brand, grew into a national leader with over 600 stores and a strong omnichannel marketing network. After an initial unsuccessful attempt to expand internationally through franchising, the company reentered the global market in 2022 by opening flagship stores in key locations like Sydney and Singapore, alongside launching its online platform. Despite these efforts, Goelia faced challenges in increasing global brand awareness and navigating the competitive international fashion landscape. By late 2023, Goelia had successfully established a global presence, but founder Gordon Woo and his team faced critical decisions on how to balance global aspirations with local relevance. As the brand expanded into new markets, Goelia needed to adapt its strategies to account for diverse cultural preferences, marketing approaches, and operational models. With significant investments already made in flagship stores, e-commerce platforms, and logistics, Goelia’s path forward requires strategic clarity to ensure continued growth while maintaining its unique identity in a fiercely competitive industry.
Blue Star, based in Mumbai, was one of India’s leading multinational companies and manufacturers of air conditioning and refrigeration systems. It faced a key challenge to reduce the cost of compressors, a major component of air conditioners. Its supplier was Beijing Cooling Systems (BCS), one of the world's largest manufacturers of compressors. Blue Star’s need for cost reduction was pivotal to the negotiation, but BCS also had a position of strength as a seemingly-indispensable supplier of compressor technology. This created a complex scenario where the Blue Star team had to negotiate skillfully to achieve the desired cost reduction without compromising its crucial partnership with BCS.
Following the success of its initial efforts toward digital transformation, Vanke Port Apartment (Vanke Group’s long-term rental brand) began investing in technology to enhance its core capabilities. By continuously updating its Rental Management Planning (RMP) system, constructing marketing channels, and developing a one-click project planning function, Vanke Port established itself as an industry leader in digital technology. Furthermore, Vanke Port started to market and sell its technology systems, shifting its technology focus from reducing costs to generating revenue. Meanwhile, the company also needs to continuously evolve its technology and business model in an ever-changing environment.
In August 2023, Camp Automation Pvt. Ltd. (Camp Automation), a Bengaluru, India-based go-to-market (GTM) technology start-up, faced a critical strategic decision. Kia Motors India (Kia) approached the company to lead a metaverse marketing campaign for the upcoming launch of its electric sport utility vehicle. This opportunity promised to elevate Camp Automation’s technological capabilities but required navigating the complexities of delivering an innovative solution within a six-month timeline. Founders Shiv M. Kumar and Girish Bendigiri debated the potential benefits of venturing into metaverse technology versus the risks of diverting from their core GTM services. While Kumar advocated for the transformative potential of integrating metaverse and generative artificial intelligence (gen AI), Bendigiri cautioned against resource constraints and the Innovator’s Dilemma—balancing short-term stability with long-term growth. With full funding secured from Kia and potential collaboration with the Indian Institute of Management, the leadership team had to decide if they should pursue this bold technological leap or continue focusing on their established competencies.
In April 2022, Amita Deshpande, a co-founder of reCharkha EcoSocial Private Limited (reCharkha), was reflecting on the future of her social enterprise during a return flight from a sustainable-development conference. For seven years, the Pune, India–based start-up had utilized labour-intensive upcycling to tackle critical issues such as plastic pollution, environmental degradation, and rural unemployment. Despite receiving accolades for her company’s work, Deshpande now faced a pressing challenge: how to scale the enterprise financially while remaining true to its social mission of environmental conservation and rural empowerment. Rising competition and high production costs limited reCharkha’s ability to expand into new markets. Thus, Deshpande needed to explore strategic options to enhance revenue, reduce costs, and increase market reach without compromising on the core values of sustainability and community impact. Balancing these competing priorities, Deshpande contemplated the start-up’s next steps to ensure its long-term growth and mission-driven success.
In 2017, a woman with no background in business management or entrepreneurship, started a new venture called MITTI Social Initiatives Foundation in Bengaluru (also known as Bangalore), India. The nonprofit organization was driven by the passion for diversity, equity, and inclusion of its founder, who had a determination to overcome challenges and a drive to learn. The organization was run by a team of mainly women from diverse backgrounds and was managed by employees who were largely from lower socio-economic strata and had physical disabilities, intellectual disabilities, or mental health conditions. Despite its young age, the organization was able to reorient its strategy during the COVID-19 pandemic to launch several new business verticals. In fact, after the pandemic, the company accelerated its organizational momentum and opened eight new cafes in 2022 and 12 more in 2023. The founder, however, had to think and act strategically to increase the venture’s impact on livelihood and inclusion by achieving growth, without diluting the organization’s informal and caring culture.
Vats is the only listed liquor distribution company on China’s A-shares market. During the COVID-19 pandemic, Vats undertook a channel expansion strategy, expanding its channels and recruiting top talent. However, as China began relaxing restrictions in 2023, the economy did not rebound as quickly as expected. This post-pandemic era brought market contraction and economic downturn, compelling businesses to streamline operations. Now, Vats faces a decision: In the current new economic environment, should it continue its channel expansion strategy and hire more employees, or should it switch to a channel contraction strategy and redeploy its workforce?
Sheela Foam Limited was established in 1971 and become a prominent competitor in India’s premium mattress market by 2023. Through its flagship brand, Sleepwell, the company transitioned from manufacturing polyurethane foam to high-quality finished mattresses, capitalizing on India’s economic liberalization of the 1980s that spurred significant market growth. By 2023, the Indian mattress market had grown to a value of US$525 million, from US$408 million in 2018, presenting both opportunities and challenges. Competition from low-cost locally made cotton mattresses intensified as new entrants exploited favourable taxation structures. After Sheela Foam Limited acquired competing brand Kurl-on in 2023, the company’s chairman faced the dual challenge of enhancing brand recognition while managing an extensive product range and streamlined distribution channels. The acquisition introduced complexities in organizational integration that required redefining and realigning the company’s combined workforce and sales distribution channels.
In May 2024, Jonathan Ballesteros, the founder and chief executive officer of Geyser Systems (Geyser), secured an important distribution agreement with BPS Direct LLC (Bass Pro Shops), one of the biggest outdoor products retailers in the world. Geyser’s core product, a water conserving shower, offered an innovative approach to water conservation—a crucial environmental and economic challenge. Bass Pro was key to growing sales for Geyser, and it was essential to fulfilling Geyser’s mission to save water. Ballesteros required significant funding to launch and scale his venture. In spring 2024, he commenced an equity crowdfunding campaign to raise over US$1.2 million. However, by May the campaign had only generated about $90,000. Ballesteros knew his product solved a problem for customers in many markets, but he needed to review his growth plans and financial requirements to make sure he was on the right track.