Learning outcomes Upon completion of this case study, students will be able to describe the core tenets of customer experience, the customer journey and touchpoints; create customer journey maps incorporating emotional mapping; explain the importance of social media listening, response and service recovery; apply social media analytics in enhancing customer experience; apply the expectation–confirmation paradigm to explain customer satisfaction, dissatisfaction and intention to reuse; and analyse the implications of customer expectations and perceptions and evaluate the challenges of delivering customer experience excellence in a digitized and online world. Case overview/synopsis Air India embarked on a transformation journey under the Tata Group to compete and lead the dynamic aviation market in not only India but also globally. The market environment was upbeat with the launch of a new global brand identity, huge orders for new planes, technology integration and an enhanced customer experience promise. Despite visible positives and growth in market share, Air India faced significant challenges in delivering a consistent, frictionless experience and was falling short of meeting customer expectations. The airline continued to receive mixed feedback from customers, regulatory notices from DGCA (Directorate General of Civil Aviation), poor reviews on third-party websites and a lot of customer angst on social media. While the brand underwent a visual overhaul and introduced various customer-centric initiatives such as the use of AI for real-time customer support, branded uniforms, amenities and enhanced in-flight services, these efforts did not fully translate into improved customer satisfaction on ground. The challenge for Air India was balancing the long-term strategic objectives, focusing on growth and responding to the current customer experience. Complexity academic level This case is suitable for undergraduate/MBA and executive education students. Supplementary material Teaching notes are available for educators only. Subject code CSS8: Marketing.

Learning outcomes Case overview/synopsis This case engages its participants with a large but financially strained Indian company operating in the Telecommunications sector, which was seeing the introduction of fifth generation of cellular networks (5G) technology. The company, which was an erstwhile market leader, faced constrained strategic choices because of long-term liquidity and debt concerns. Through the protagonist’s dilemma on deciding a strategic timeline for the company’s commercial 5G roll-out plan, case participants can engage with opportunities for turnaround by adapting to institutional voids in an emerging market that was moving towards increasing market consolidation. Complexity academic level This case study can be used in advanced undergraduate programs and postgraduate courses focused on corporate strategy, finance, or general management. It may also be used in company training programs and management development programs. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Learning outcomes After completion of the case study: Case overview/synopsis This case describes the dilemma faced by the founders of Theka Coffee as they have to decide their internationalization strategy. Should they pitch the international market or focus on expanding their domestic presence first? If they go global, which countries should they target first? What model should they use for internationalization? Should they go for the Hub and Spoke model? Should they go for the franchisee-based model or partner with some established player? The brand name and positioning of Theka Coffee are presently appealing to the millennials of certain Indian States where Theka Coffee has its presence, will this positioning and brand name appeal in the international market, or should they change it? Theka Coffee had seen a complete downfall during the COVID-19 pandemic when the entire operations were closed, and the sales were zero. Post-COVID-19 has witnessed a whole resurgence and aspired to become an INR 1bn startup by the end of 2023. The company has leap-frogged and has marked its presence in 29 states across India. Theka Coffee had the vision of making “freshly cold brewed 100% Arabica coffee” available at affordable prices, which should be accessible to anyone at any time. However, now the company wants to expand in the International market and is in a dilemma regarding the choice of distribution channel, business strategy, product positioning and branding. Complexity academic level The case is appropriate for use in Master of Business Administration and Post Graduate Diploma in Management programs. It can be discussed in the strategic management, entrepreneurship development and international marketing courses. In strategic management, the case would suit topics like growth and expansion strategies. In the course of entrepreneurship development, it could be used to understand the challenges that budding first-generation entrepreneurs face. The case could be used in the international marketing course to cover entry strategies, product branding, promotion and positioning in international markets. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Learning outcomes After completion of the case study, students will be able to understand the role of utility theory and prospect theory in corporate investment decisions; recognize the importance of diversification and financial strategy in business expansion; apply the concept of utility and risk analysis to international investment decisions, considering political and economic uncertainties; and create or develop a strategic solution. Tools like PESTLE and SWOT assess macro and microenvironments before making investment decisions. Case overview/synopsis ITC was one of the most admired companies in India because of its robust performance. As per the reports of 2024, it was found that the ITC Group generated revenue of ₹ 69,446.20 crores (1 crore = US$114,478.23) from tobacco to non-tobacco; the transformation was not at all easy. The company diversified the business keeping in mind that the major threat would come to tobacco business due to societal pressure. Shareholders of ITC agreed to the demerger of its hotel business. The company invested $500m in Sri Lanka for the expansion of its hotel business. However, the economy of Sri Lanka was not fully recovered from its economic crisis taken place in 2022. New political party came into the power in Sri Lanka in September 2024. Previous government was accused of corruption charges, and the foreign reserves reached the rock bottom level even. The poverty level and unemployment, debt restructuring, policy reforms, monetary and fiscal decisions were crucial. Now, amid this situation, whether investment in the hotel ITCRatnadipa was rational for the company? This case was developed from secondary data sources, such as various newspapers, website of the company, World Bank as well as Asian Development Bank data. Complexity academic level This case study is suitable for MBA students. Supplementary material Teaching notes are available for educators only. Subject code CSS 5: International business.

Learning outcomes Case overview/synopsis Industrias San Miguel (ISM) was established in Perú in 1988. In 2005, it expanded internationally, building a modern bottling plant in the Dominican Republic, attracted by a law that encouraged investments in the poorer provinces of the country. In 2012, it set up a plant in Brazil. By 2020, ISM had four plants and produced 700 million liters of beverages per year. The plant in the Dominican Republic was built in the province Santiago Rodríguez, which is close to the Haitian border, exploiting the tax advantages offered by law 28–01 for a period of 20 years. The law encouraged the establishment of industries in the provinces closest to the Haitian border which are among the poorest in the country at the time. The plant employed, at the time of the case, 1,600 people directly and another 12,000 indirectly in the Dominican Republic, of which 500 direct jobs and 800 indirect ones were in Santiago Rodríguez. As it was envisaged that the financial incentives given by the law would lapse in two years’ time, Arturo Marroquín, the general manager, called a management meeting to consider the different alternatives regarding the future of the company. The company lawyer indicated that there was a remote chance that the incentives provided by the law could be extended for some time, but that the discontented bottlers located in Santo Domingo have lobbied for their termination as they considered the incentives equaled to unfair competition supported by the government. Arturo Marroquín closed the meeting and decided to work on a proposal to the board of directors about the future of the company. The dilemmatic nature of the case invites participants to consider socio-geographical, tax, incentives, key regulatory issues marketing consequences, reputation and CSR repercussions to make managerial decisions, all of which may have dramatic impacts on the firm. The decision to move the plant or not must rest on all variables, regardless of whether they are quantifiable or not. Complexity academic level MBA, executive and postgraduate. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Learning outcomes After completing the case discussion, students will be able to: Case overview/synopsis This case study explores the complex decision-making dilemma of Mughal, a recently retired rural physician, who must determine the future of his eight-acre family date farm in Shikarpur, Sindh, Pakistan. Once a source of family pride and stable income, the farm declined substantially under a five-year informal lease. Neglected irrigation, unskilled labor and poor pest management left the land underperforming. With no immediate family support and limited capacity to manage operations himself, Mughal must now decide how to act before the upcoming pollination season. A promising proposal arrives from Ahsan Khan, a younger farmer with a strong local reputation and proven results using modern farming techniques. He offers a structured, profit-sharing partnership with defined roles and risk mitigation clauses. However, concerns over trust, contract enforcement and emotional legacy make the decision complex. Alternative options include hiring a professional manager – retaining control but incurring higher costs – or selling the land entirely, providing financial closure at the cost of emotional and cultural loss. Set within Pakistan’s fragmented date farming ecosystem, the case study highlights systemic issues such as informal contracting, weak legal protection, limited technical talent, lack of post-harvest infrastructure and rural succession dilemmas. It invites students to evaluate competing alternatives in a high-risk, emotionally sensitive and operationally constrained setting. Complexity academic level This case study is suitable for undergraduate or early master’s students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship

Learning outcomes The case provides the opportunity for students to consider key strategic choices related to growing a business over time, as well as to apply tools that were narrowly related in determining the future direction, competitive advantage and dynamic capabilities of a business. Once the case study has been discussed and analyzed, students should be able to: Case overview/synopsis This case study explores the journey of Gerhard Meyer in establishing and growing a successful pomegranate farm (Celebratio) and a packing and distribution facility (Karoo Pak) in the Klein Karoo semi-desert region of South Africa. The case highlights the challenges of establishing the business within the region and the innovative approaches adopted. The farming context offered insights to business students on how to evaluate strategic growth opportunities and to develop strategic agility when facing a series of setbacks. The case demonstrates Meyer’s efforts to create a flourishing ecosystem through stakeholder collaborations, a unique value proposition and value-adding products. Considering the opportunities facing the company, students need to establish whether the company should grow locally or globally and how firm-specific resources and dynamic capabilities can enable its strategic agility. Complexity academic level This study is suitable for Master of Business Administration level and for middle to senior management development programs or short courses in executive education focusing on business strategy and strategic management. Supplementary material Teaching notes are available for educators only. Subject code CSS 11: Strategy.

Learning outcomes The learning outcomes are as follows: to identify the potential for disruptive innovation in the changing dynamics of the online food industry with the emergence of technology; to examine appropriate responses to emerging disruptive (environmental) threats in developing a sustainable food retail business; to evaluate the process of executing change management within the organisation, as per the dynamic external business environment; and to develop marketing and distribution strategies that can be created based on a competitive business environment by applying disruptive technological initiatives. Case overview/synopsis Rebel Foods Private Limited was one of the largest internet restaurant and cloud kitchen companies, founded by Jaydeep Barman and Kallol Banerjee in 2016. Rebel Foods had established its presence in 70 cities owing to its extensive network of 450 cloud kitchens with more than 4,000 internet restaurants. It was involved in all three steps of the “food on demand” industry: ordering, distribution and order fulfillment. Faasos (earlier name of Rebel Foods) had invested around four years in the restaurant industry using the brick-and-mortar format, slowly shifting to the online business model. Due to the spread of the COVID-19 virus in March 2020, Rebel Foods closed 70% of its kitchens and began selling do-it-yourself meal kits. After the pandemic, the kitchens at Rebel Foods used cutting-edge technology such as robotics, drum machines, automatic Tawas (pans) and auto fryers. The chefs at Rebel Foods had automated the cooking process using modern technology like computer vision and artificial intelligence. Despite all efforts, the company’s operating revenue had dropped by 27.5% during FY21 to reach 405.1 crore INR, down from 558.7 crore INR in FY20. Sales have also been declining in the past few years. Complexity academic level The learners can be early-career entrepreneurs operating in the food industry and/or enrolled in postgraduate or short-term management programs. The case can also be used in Executive MBA courses in Strategic Management, Marketing Management and Entrepreneurship Management. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Learning outcomes Case overview/synopsis In April 2025, in Haridwar, India, Acharya Balkrishna, the Managing Director and chief executive officer of Patanjali Ayurved Ltd., faced a complex brand management dilemma. The company had recently received regulatory approval for its US$540m acquisition of Magma General Insurance, marking its formal entry into India’s highly regulated general insurance sector. Known for its roots in Ayurveda, Swadeshi positioning and rapid diversification across fast-moving consumer goods and wellness categories, Patanjali had built its identity around health, purity and tradition. However, recent reputational setbacks, including product recalls and regulatory scrutiny, had begun to erode consumer trust, which is a critical currency in the insurance industry. Against this backdrop, Balkrishna had to decide how to position the newly acquired insurance venture without compromising Patanjali’s core values. Should the company frame itself as a holistic provider of both physical and financial well-being? Or would such a leap fragment its credibility and weaken its long-standing brand promise? This case invites students to examine the risks and strategic implications of brand extension into high-trust, low-familiarity categories in emerging markets and to explore how leadership, consumer perception and regulatory expectations shape diversification decisions. Complexity academic level This case is intended for use in undergraduate and postgraduate business courses focused on marketing strategy and brand management. It is suitable for students who have a basic understanding of branding, consumer behavior and strategic decision-making. The case enables discussions on brand extension, trust building in low-familiarity sectors and navigating diversification challenges in emerging markets. It can be effectively taught in in-seat, hybrid or online course formats and is applicable to both domestic and international learners interested in emerging market dynamics and brand strategy. Supplementary material Teaching notes are available for educators only. Subject code CSS8: Marketing.