best case study for mba students

Here are the top 13 case studies every MBA student should know

• MBA students should expect to read case studies, or real-world examples of why businesses succeed or fail. 
• The case-reading practice in business school was originally pioneered at Harvard, where the MBA curriculum requires students to read up to 500 cases during their two-year program.
• Other business schools eventually adopted the Harvard case method, preparing students for future leadership challenges. 
• Business Insider has compiled a list of the most influential cases recommended by business school professors. 
• One of the cases include how Apple's name change in 2007 allowed the company to redirect its focus from solely Macintosh computers to the iPod, iPhone, Apple Watch, and streaming services. Today, computer sales only account for a tenth of the company's $1 trillion market capitalization . 
• Visit Business Insider's homepage for more stories .

If you attend business school , you can expect to read a lot of case studies. Professors love them because they offer real-world examples of why businesses succeed and fail. 

The case method teaching practice was originally pioneered at Harvard Business School (HBS), where the MBA curriculum requires that students read up to 500 cases during their two-year program. The Harvard case method soon spread across business schools as professors sought to prepare their students with leadership and decision-making challenges in the workplace.

There are some classic cases that every business student should know — like why Apple changed its name.

Business Insider has compiled the most influential cases here, with recommendations from business school professors across the nation and abroad.

Max Nisen contributed to an earlier version of this post. 

Why Apple changed its name

Case: Apple Inc., 2008

Key takeaway: Sometimes you can't take a rival head on.

What happened? Three decades after its founding, Apple Computers changed its name and became Apple Inc. in 2007. That reflected the company's shifted focus from its iconic Mac computers toward other digital products like the iPod, iPhone, Apple Watch, and media streaming services. Apple's widened niche led to skyrocketing sales and spiked share prices, putting the Cupertino company on a trajectory to become the first US publicly traded company with a $1 trillion market capitalization in 2018, Business Insider reported . Now, the Macintosh computer only accounts for a tenth of the company's business. Rather than beating rival Windows for more shares in the computer market, Apple reinvented itself and redefined the realm of digital devices. 

Thanks to Dr. Aaron Chatterji , Professor at Duke University's Fuqua School of Business, for his suggestions.  

How Lululemon kept its cult

Case: Leadership, Culture, and Transition at lululemon

Key takeaway: Figure out how to bring the founders into a strategy rather than alienating them. 

What happened?  On December 11, Lululemon announced its third-quarter fiscal results . Between August to November, the retail company generated $33 million, increasing its net revenue to $916 million in 2019. Much of the 21-year-old brand's transformation is credited to former CEO Christine Day , who leveraged her experience in expanding the Starbucks brand worldwide to align with Lululemon's model. 

Day replaced founder Dennis "Chip" Wilson in 2008, and she stepped into her role facing many problems: Outperforming stores, hefty investments in low-demand locations, and poor workflow between teams. 

She convinced the founders to attend management programs at Harvard and Stanford so they could better understand how the company must change. Day nearly tripled her team from having 2,683 employees in 2008 to 6,383 in 2013, all while she redesigned the company's structure, according to Pitchbook data . In five years time, she turned Lululemon into an athleisure powerhouse. 

Day stepped down as CEO in 2013 after a series of quality control issues with the clothing, Business Insider reported . She is now the chief executive at Luvo , a frozen food company. 

Thanks to Dr. Jennifer Chatman , the Paul J. Cortese Distinguished Professor of Management  at UC Berkeley's Haas School of Business, for her suggestions.

How Cisco bounced back

Case: Cisco Systems: Developing A Human Capital Strategy

Key takeaway: Invest in developing leaders in your team

What happened? Cisco is one of the most acquisitive companies in tech. It buys about 10 companies a year, including a $2.6 billion acquisition of Acacia and $380 million purchase of chip company Leaba in 2019, Business Insider reported . 

During the Dot Com Bubble in the 1990s, Cisco's first priority was to scale, bringing in up to 1,000 new employees each month by buying smaller firms. Between 1991 and 2011, Cisco bought more than 140 companies, Business Insider reported . 

But scaling a startup is much more than just increasing headcount. When the Dot Com Bubble burst, then-CEO John T. Chambers realized he had to redirect his focus by developing leaders within the team and build on his company rather than buying more teams through acquisitions.

The company introduced "Cisco University," a training program to promote a versatile workforce. Within three years, the company was listed as one of the top companies where employees are most likely to become leaders. Today, Cisco has a learning network that offers various kinds of classes, certifications, and webinar programs around the world. 

Thanks to Dr. Jennifer Chatman , the Paul J. Cortese Distinguished Professor of Management at UC Berkeley's Haas School of Business, for her suggestions.

How USA Today reinvented itself

Case: USA Today: Pursuing The Network Strategy

Key takeaway: Sometimes the old guard can't handle a new reality.

What happened? Like many print publications in the early 2000s, USA Today was facing falling circulation of its business amid the rise of digital news. Tom Curley, the company's CEO at the time, saw the need to better integrate his company with internet and broadcasting platforms. His management team and staff were resistant, claiming insurmountable divides in culture and work style. Curley made the case that it was essential for the future of the business, and eventually replaced five of seven senior managers as part of the change. Nevertheless, this case emphasizes that what the company needed at the time wasn't a complete staff change: It needed a new business strategy and more integration as the company was transitioning into its electronic version. 

As of 2018, USA Today sites have nearly 97.4 million unique visitors and 1.2 billion page views, according to the company's website . It has become an award-winning digital news platform. 

Thanks to Dr. Jennifer Chatman , the Paul J. Cortese Distinguished Professor of Management at UC Berkeley's Haas School of Business, for her suggestions. 

How Dreyer's survived a disaster

Case: Dreyer's Grand Ice Cream

Key takeaway: Don't try to spin bad news or mislead workers.

What happened? Before rising to become one of the most popular ice cream brands in the US, Dreyer's had to overcome a company restructure.

In the late 1990s, Ben & Jerry's signed a distribution agreement with Häagen-Dazs and ended its partnership with Dreyer's, The Wall Street Journal reported . Despite still having contracts with Healthy Choice and Nestlé, Dreyer's was dealing with a variety of problems including high input prices and collapsing sales of a low-fat product line.

The company's executives flew all over the country and met with every employee to discuss the restructuring plan. They wanted to preserve the company's culture of openness and accountability. Dreyer's continued to invest in leadership programs, and the company was able to bounce back within a couple of years through consistency and effective communication with its workers. 

Dreyer's continued to experience fluctuating sales in the 2000s, which led the company to merge with Nestlé through a $2.4 billion deal in 2002, The New York Times reported .  

How ethical decisions are different abroad

Case: Merck Sharp & Dohme Argentina, Inc.

Key takeaway: Staying committed to the ethical precepts

What happened? 2019 was a good year for US drug giant Merck & Co. Since it debuted the cancer drug Keytruda, the company's stocks has jumped almost 40% in the past year, giving it a market value of nearly $220 billion, Business Insider reported. 

One way to ensure Merck's increasing sales is if it was on the government's healthcare roster, and when managing director Antonio Mosquera joined the company's Argentine subsidiary, he was faced with an ethical dilemma.

Mosquera was tasked with transforming Merck into a more modern and professional business organization. During the selection process of a highly competitive internship, he had to choose between two candidates, one of whom was the son of a high ranking official in the Argentine healthcare system. 

It was implied that hiring the student would ensure that Merck's drugs would be included on the government's list, which would increase sales. It was a conflict between Mosquera's desire to reform, and the realities of doing business in a changing country.

Mosquera ended up picking the student who wasn't of high government prestige. 

Thanks to Dr. Timothy Vogus , Brownlee O. Currey Jr. Professor of Management at Vanderbilt's Owen School of Management, for his suggestions. 

Why Cirque du Soleil moved outside its comfort zone

Case: Cirque du Soleil - The High-Wire Act Of Building Sustainable Partnerships  

Key takeaway: Sometimes you have to move past an old partnership in order to grow.

What happened? Cirque du Soleil had a mutually beneficial and very profitable partnership with the MGM Mirage casinos. The casino made capital investments in theaters for the company's unique shows, and the shows brought in high-spending clients. Faced with opportunities in Asia and the Middle East, CEO Daniel Lamarre had to figure out how to create different partnerships.  

Thanks to Dr. Aaron Chatterji , Professor at Duke University's Fuqua School of Business for his suggestions. 

Why Airborne Express lost the delivery race

Case: Airborne Express

Key takeaway: Specialization can compete with economies of scale, but only up to a certain point. 

What happened? Airborne Express, a smaller mailing competitor to giants like FedEx and UPS, managed to significantly grow revenues despite its size. Part of that came on the heels of a strike at UPS, and the company took advantage of that. Airborne found a way to specialize in order to stay in the market along with big corporations like FedEx and UPS. 

They targeted high volume business customers, shipped primarily to large metropolitan areas, aggressively cut costs, and adopted new technology after FedEx and UPS. Ultimately, that strategy wasn't sustainable, and the company was acquired by DHL in 2003. 

Thanks to Dr. Gautam Ahuja , Professor of Management and Organizations at Cornell University's Samuel Curtis Johnson Graduate School of Management, for his suggestions.

Why Nucor Steel took a company-sized gamble

Case: Nucor at a Crossroads  

Key takeaway: Operations expertise has limits; new investment determines its scale. 

What happened? In 1986, Nucor's CEO Kenneth Iverson had to make a critical decision on whether or not to adopt a new steel casting technology that would allow the company to gain significant first-mover advantage and reduce costs in the long run. However, the company would have to make a huge investment, and technology back then was unproven.

In 1989, Nucor followed through with its ambition to build the world's first steel-making mill in Indiana. The company remains an industry giant, announcing a $250 million micromill set to be the first steel plant to run on wind energy in the US, CNBC reported . 

Thanks to Dr. Aaron Chatterji , Professor at Duke University's Fuqua School of Business for his suggestions.

How bad communication nearly ruined a manager

Case: Erik Peterson (A)

Key takeaway: The importance of being proactive in defining one's role and engaging in managing up to get the support you need

What happened? The case follows a recent MBA graduate who became the general manager at a subsidiary of a large cell phone company in the late '80s. Erik Peterson's group was in the process of building up to offer cell phone service in parts of New Hampshire and Vermont. The project was behind schedule, and Peterson had offered a plan to meet a revised target reviewed by headquarters.

Peterson had trouble with his immediate superior. He did not know who he had to report to, which created problems on both ends while he was attempting to complete a significant reorganization and had problems with his chief engineer. Because of the lack of support, Peterson had to go it alone in many ways.

Eventually, the company was restructured and Peterson's role became more clear.

Thanks to Dr. Timothy Vogus , Brownlee O. Currey Jr. Professor of Management at Vanderbilt's Owen School of Management for his suggestions. 

When a West Point coach learned how to build a team

Case: Army Crew Team

Key takeaway: There are many different factors to consider when putting together a team. 

What happened?: Colonel Stas Preczewski, the coach of the Army Crew Team for the US Military Academy at West Point, was managing two teams of junior and varsity rowers. He previously picked teams solely based on physical endurance and individual performance. Though the strongest players were all in varsity, the junior team was consistently beating varsity in races throughout an entire season. 

Preczewski eventually realized that the varsity team wasn't winning races because the players didn't know how to work well together. Despite being the strongest rowers, the team neglected a key element of the sport — rowing takes teamwork and a great amount of collaboration.  

Thanks to Dr. Emily Michelle David , assistant professor of management at China Europe International Business School for her suggestions for Harvard Business Publishing Education. 

When a Warren Buffet made his biggest deal

Case: Warren E Buffett, 2015

Key takeaway: The art of investing 

What happened?: In 2015, Berkshire Hathaway's chairman and CEO Warren Buffett made a $37 billion acquisition of Precision Castparts Corporation (PCP), an aerospace-parts supplier company. This case is often viewed as an introductory course for business students to understand finance and capital markets. It also examines Buffett's approach to successful investing, as well as his strategy behind building sustainable growth for the company. 

Thanks to Dr. Robert F. Bruner , professor of business administration at Darden School of Business at University of Virginia, for his suggestions for Harvard Business Publishing Education. 

When a major manufacturing company kept costs low – and took care of its employees

Case: Lincoln Electric Co., 1975

Key takeaway:  Businesses can offer value to customers while treating workers and shareholders generously.  

What happened?:  This case study covers the unique business strategy of Lincoln Electric, one of the biggest manufacturing and welding companies in the world. The company built its products at a lower cost than its competitors, but also rewarded employees well with high bonuses and job security. 

Though the case study is from several decades ago, it offers a glimpse into how a company's organizational strategy can lead to strategic success. 

Thanks to Karen Schnarr, assistant professor at Wilfrid Laurier University, for her suggestion for Harvard Business Publishing Education.

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Here are the top 10 case studies every MBA student should know

REUTERS / Brian Snyder

Business schools adopted the Harvard case method.

• MBA students should expect to read case studies, or real-world examples of why businesses succeed or fail.
• The case-reading practice in business schools was originally pioneered at Harvard, where the MBA curriculum requires students to read up to 500 cases during their two-year program. Other business schools eventually adopted the Harvard case method, preparing students for future leadership challenges.
• Business Insider has compiled a list of the most influential cases recommended by business school professors.
• One of the cases include how Apple's name change in 2007 allowed the company to redirect its focus from solely Macintosh computers to the iPod, iPhone, Apple Watch, and streaming services. Today, computer sales only account for a tenth of the company's $1 trillion market capitalization, Business Insider reported .
• Click here for more BI Prime stories.

If you attend business school , you can expect to read a lot of case studies. Professors love them because they offer real-world examples of why businesses succeed and fail.

The case method teaching practice was originally pioneered at Harvard Business School (HBS), where the MBA curriculum requires that students read up to 500 cases during their two-year program. The Harvard case method soon spread across business schools as professors sought to prepare their students with leadership and decision-making challenges in the workplace.

There are some classic cases that every business student should know - like why Apple changed its name and how Ryanair beat two industry giants.

Business Insider has compiled the most influential cases here, with recommendations from business school professors across the nation and abroad.

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One unusually quiet morning in Lagos, Nigeria in December 2020, Mosunmola “Mo” Abudu, founder and chief executive of EbonyLife Media and one of Africa’s biggest names in the business, brought her laptop to work on the rooftop patio of EbonyLife Place, the company’s flagship lifestyle and entertainment resort.

Founded by Abudu in 2012 with a mission to bring high-quality African stories to the world, EbonyLife was the company behind many of Nigeria’s biggest movies and television shows. It began with a linear TV channel on the Africa-wide direct broadcast satellite service DStv. By 2020, it had produced more than 5,000 hours of TV content and Nigeria’s top-three highest grossing movies.

With a desire for greater control over production and following the end of its relationship with DStv, EbonyLife launched EbonyLife ON (EL ON), an on-demand streaming service. However, it struggled to grow the number of EL ON subscribers.

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Find out which schools are in our ranking of MBA degrees . Learn how the table was compiled and read the rest of our coverage at  www.ft.com/mba .

Abudu started to think about whether she should continue fighting to grow EL ON. Should EbonyLife focus instead on co-production deals with international media distributors such as Netflix, Sony and AMC? Abudu, who had been in the media business for nearly 20 years, needed to make this significant decision for EbonyLife.

Her interest in the media and entertainment industry emerged from a desire to correct harmful stereotypes about Africa. Born in London to Nigerian parents, she grew up in the UK and Nigeria. Drawn to African stories, she wanted to address the fact that there was so much the world did not know about Africa. “I think somewhere deeply buried in my subconscious was a need to tell Africa’s story,” she says.

Growing up in the UK, she routinely encountered misconceptions about Africa and was surprised by how they persisted when she was an adult. “The same questions I was being asked in England [40 years ago],” she says, “are the same questions my children were being asked when they went to school in England.” Questions like, “Do you guys live in trees?”

In July 2020, following its exit from DStv, EbonyLife publicly announced EL ON, with plans to make the platform its main distribution channel. While EbonyLife had already created extensive programming, “a lot of that content was consumed on a daily basis and had a very minimal shelf life”, Abudu explains.

She began to explore the new opportunity of co-productions with global partners that would eventually be distributed through Nigerian TV channels. She signed a multi-title co-production deal with Netflix to make several movies and TV series. Partnering with such companies reduced the upfront financial risks of production. But it was difficult to assess the size of the global audience “ Nollywood ” (Nigeria’s Hollywood) films gained because of the reluctance of the international platforms to share viewership data. Also, Nollywood producers could not interact directly with these viewers. As a result, it was difficult for them to learn who had viewed the content and what aspects of the stories the audience had enjoyed, and then use this insight to plan their future productions.

Beyond producing content, EbonyLife sought to build its own media and entertainment ecosystem. It helped grow the pipeline of local talent through a creative academy that enabled students to attend classes free of charge, funded by the Lagos state government. Abudu also believed EbonyLife could grow further by investing more in its audience’s experiences. In December 2019 in Lagos, she opened the multi-purpose resort EbonyLife Place, which included two restaurants, a boutique hotel, five movie theatres, meeting rooms and a larger multipurpose function hall.

A year later, Abudu was at EbonyLife Place to plan for its relaunch after the lifting of pandemic restrictions. However, she faced other pressing concerns. She reflected on her options around how EbonyLife would distribute its content. Was it too early to make judgments about EL ON? What changes should EbonyLife make to EL ON? Equally, she considered the alternative: could she realistically build a sustainable media business just on international partnerships with streaming services? Was there a scenario in which she could keep EL ON operational while pursuing these international partnerships? After two decades in the industry, pivots were no longer quick or painless. Abudu wondered which option she should pursue. 

The above is an adapted abstract of Harvard Business School’s teaching case study EbonyLife Media, written by Andy Wu, Feng Zhu, Wale Lawal and Pippa Tubman Armerding

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MBA Case Studies From Top Business Schools

Where to Find Them

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Many business schools use the case method to teach MBA students how to analyze business problems and develop solutions from a leadership perspective. The case method involves presenting students with case studies , also known as cases, that document a real-life business situation or imagined business scenario.

Cases typically present a problem, issue, or challenge that must be addressed or solved for a business to prosper. For example, a case might present a problem like:

• ABC Company needs to increase sales substantially over the next several years to attract potential buyers.
• U-Rent-Stuff wants to expand but is not sure whether they want to own the locations or franchise them.
• Ralphie's BBQ, a two-person company that makes spices for BBQ products, needs to figure out how to increase production from 1,000 bottles a month to 10,000 bottles a month.

As a business student. you are asked to read the case, analyze the problems that are presented, evaluate underlying issues, and present solutions that address the problem that was presented. Your analysis should include a realistic solution as well as an explanation as to why this solution is the best fit for the problem and the organization's goal. Your reasoning should be supported with evidence that has been gathered through outside research. Finally, your analysis should include specific strategies for accomplishing the solution you have proposed. 

Where to Find MBA Case Studies

The following business schools publish either abstracts or full MBA case studies online. Some of these case studies are free. Others can be downloaded and purchased for a small fee. 

• Harvard Business School Cases - Harvard offers thousands of case studies on every business topic imaginable.
• Darden Business Case Studies - Thousands of MBA case studies from the Darden Graduate School of Business Administration at the University of Virginia.
• Stanford Case Studies - A searchable database of MBA case studies from Stanford's Graduate School of Business.
• Babson College Case Studies - A large collection of business case studies from the Babson faculty.
• IMD Case Studies - 50 years of case studies from the IMD faculty and research staff.

Using Case Studies

Familiarizing yourself with case studies is a good way to prepare for business school. This will help you familiarize yourself with various components of a case study and allow you to practice putting yourself in the role of a business owner or manager. As you are reading through cases, you should learn how to identify relevant facts and key problems. Be sure to take notes so that you have a list of items and potential solutions that can be researched when you are done reading the case. As you are developing your solutions, make a list of pros and cons for each solution, and above all, make sure the solutions are realistic.

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20 Best Business Case Studies That Every MBA Student Must Know!

Table of content: 

Marvel entertainment - a remarkable turnaround, tesla's successful transition to sustainable business practices.

• Toyota's JIT Revolution

Tata Nano - Making of the People's Car

Ola versus uber: the survival war, patanjali - ayurvedic brand disrupting the indian fmcg industry, pepsi's crisis management and innovative strategies.

• Vodafone Idea Merger 

Titan’s Leap into Online Business

• Impact of Blockchain Technology on Traditional Industries 

Unacademy: A Case Study on Digital Transformation in Education

• Impact of Technology on Healthcare Delivery and Patient Outcomes

Case Studies For Further Reading

Summing up....

MBA Case studies are an inseparable part of business schools curriculum . It is the accumulated real-life experiences developed into a study method that help students to understand real business situations . Case studies supplemented with class discussions develop critical thinking faculties which help in building a better strategy and approaching an issue. Here are the top 20 MBA case studies that every management student should be acquainted with. Let’s get started.

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Marvel Entertainment, a renowned American entertainment company, faced near-collapse in the late 1990s due to financial difficulties and mismanagement. The company's missteps in diversifying into various non-core businesses, such as trading cards and toys, further exacerbated their financial woes. As a result, Marvel was on the brink of bankruptcy, with its stock price plummeting and its brand losing its appeal among consumers.

Strategic Restructuring : To address the dire situation, Marvel implemented a comprehensive restructuring plan. Firstly, they focused on their core business of publishing comic books and decided to divest non-core assets, including their toy division. This allowed them to streamline operations and reduce costs significantly. Additionally, Marvel renegotiated licensing agreements to regain control over their intellectual property rights, which had previously been licensed out to other companies.

Revitalizing the Brand : Marvel recognized the need to revitalize their brand and reconnect with their target audience. They embarked on a strategy of creating compelling storylines and introducing new characters that resonated with readers. This approach led to the launch of successful comic book series such as 'Ultimate Spider-Man' and 'The Avengers', which helped reignite interest in Marvel's characters and stories.

Expanding into Film and Television : One of the pivotal factors in Marvel's turnaround was their foray into the film and television industry. Recognizing the potential of their vast library of characters, Marvel formed its own film production studio, Marvel Studios. Overall, Marvel's expansion into film and television played a crucial role in their remarkable turnaround . By creating a shared cinematic universe and exploring different storytelling mediums, Marvel was able to captivate audiences and establish themselves as a powerhouse in the entertainment industry.

Marvel Studios revolutionized the way superhero movies were made by creating a shared cinematic universe. Their success not only revitalized the company but also paved the way for other studios to follow suit and create their own interconnected universes.

Tesla, founded in 2003 by Elon Musk, has emerged as a prominent player in the automotive industry through its successful transition to sustainable business practices. This case study examines how Tesla has effectively implemented sustainable strategies, positioning itself as a leader in electric vehicles (EVs) and renewable energy solutions. Recognizing the urgent need for sustainable alternatives , Tesla set out to revolutionize the transportation sector by focusing on electric mobility.

Transition to Electric Vehicles : Tesla's transition to sustainable business practices began with the launch of its first electric vehicle, the Tesla Roadster, in 2008. This groundbreaking model showcased the potential of EVs, offering high performance and zero tailpipe emissions . By leveraging advanced battery technology and innovative design, Tesla successfully addressed the limitations of early EVs, such as limited range and high costs.

Investment in Research and Development : To further solidify its position as a leader in sustainable transportation, Tesla heavily invested in research and development (R&D). The company continuously improved its battery technology, resulting in increased energy density and longer driving ranges for its vehicles. Additionally, Tesla focused on enhancing charging infrastructure by deploying Supercharger stations globally, enabling convenient long-distance travel for EV owners.

Vertical Integration and Supply Chain Sustainability : Tesla's commitment to sustainability extended beyond its products. The company embraced vertical integration by establishing its Gigafactories, which produce batteries and electric drivetrains in-house. This approach not only ensured quality control but also reduced reliance on external suppliers, thereby minimizing environmental impacts associated with transportation and logistics.

Renewable Energy Solutions : Recognizing the interconnectedness of transportation and energy systems, Tesla expanded its focus to renewable energy solutions. In 2016, the company acquired SolarCity, a leading solar energy provider. Tesla's acquisition of SolarCity in 2016 marked a significant step towards the company's successful transition to sustainable business practices. This strategic move allowed Tesla to offer integrated solar and energy storage solutions, further solidifying its position as a leader in the sustainable energy sector.

Tesla's successful transition to sustainable business practices can be attributed to its focus on renewable energy solutions. The acquisition of SolarCity allowed Tesla to offer integrated solar and energy storage solutions, helping it become a strong player in the E-vehicle market . 

Toyota's JIT revolution

Toyota's Just-in-Time (JIT) revolution is a remarkable case study that revolutionized the manufacturing industry. This MBA case study will delve into the key elements of Toyota's JIT system, its implementation, and the impact it had on the company's success.

Toyota faced significant challenges in the 1950s, including limited resources and fierce competition. To overcome these obstacles, the company adopted the JIT philosophy , aiming to eliminate waste, reduce inventory, and enhance efficiency.

Implementation : Toyota's JIT system focused on reducing inventory levels by establishing a pull-based production system. This involved producing only what was needed, when it was needed, and in the required quantity. The company collaborated closely with suppliers to ensure timely delivery of parts, reducing the need for excess inventory.

Impact : The implementation of JIT revolutionized Toyota's operations. It enabled the company to reduce lead times, improve quality control, and increase overall productivity . By eliminating waste and optimizing production processes, Toyota achieved cost savings and enhanced customer satisfaction.

Lessons Learned : Toyota's JIT revolution offers valuable lessons for MBA students and business professionals. It highlights the importance of lean manufacturing principles , effective supply chain management, and continuous improvement. The case study demonstrates how a strategic focus on efficiency and waste reduction can lead to a sustainable competitive advantage.

The Tata Nano, also known as 'The People's Car', was launched by the Indian automaker Tata Motors in 2009. It was envisioned as an affordable and compact vehicle that would provide mobility to the masses in India. However, despite its initial hype and expectations, the Tata Nano faced numerous challenges and setbacks, making it an interesting case study for MBA students.

Tata Motors, a subsidiary of the Tata Group, aimed to create a car that would revolutionize the Indian automobile market. The Nano was designed to be the world's cheapest car , priced at around USD 2500. It was positioned as a safer and more comfortable alternative to motorcycles and three-wheelers, which were the primary means of transportation for many Indian families.

Marketing Strategy : Tata Motors adopted an innovative marketing strategy to promote the Nano. They focused on creating awareness and generating interest through various channels , including online campaigns, roadshows, and tie-ups with microfinance institutions. The company aimed to tap into the aspirations of the lower-middle-class segment and create a strong emotional connection with potential buyers.

Challenges and Setbacks : Despite its initial success in generating buzz and attracting bookings, the Tata Nano faced several challenges that hindered Nano's manufacturing process, growth, and market penetration. Some of the key challenges were safety concerns, production issues, competition , etc.

Overcoming Challenges : Tata overcame the challenges through a combination of cost-cutting measures, efficient supply chain management (vendor parks, reducing logistics costs), strategic decision-making regarding plant location, marketing efforts to change perceptions, and addressing safety concerns. The company addressed the safety concerns by making design modifications, conducting extensive safety tests, and meeting safety regulations. Tata invested in safety features and communicated these measures to the public to build confidence in the Nano's safety. Thus, despite facing obstacles, Nano demonstrated the importance of adaptability and innovation in bringing an affordable and innovative product to market.

Ola , founded in 2010, was the first ride-hailing platform in India and quickly gained popularity due to its affordable pricing and extensive network. Uber , a global giant, entered the Indian market in 2013, bringing its technology-driven approach and strong brand recognition . The entry of Uber presented a significant challenge to Ola's dominance, leading to intense competition between the two players.

Strategies : Both Ola and Uber have employed various strategies to gain a competitive edge in the Indian market. Ola focused on building a strong network of drivers by offering attractive incentives and benefits. They also invested heavily in marketing and promotions to establish themselves as the preferred choice for customers.

On the other hand, Uber leveraged its global presence and technological expertise to provide a seamless user experience. They introduced innovative features like upfront pricing, cashless payments, and in-app navigation to differentiate themselves from Ola.

Pricing Models : Pricing has been a crucial aspect of the competition between Ola and Uber. Ola initially adopted a dynamic pricing model , where fares fluctuated based on demand and supply . This approach allowed Ola to maximize revenue during peak hours but also led to customer dissatisfaction due to surge pricing.

In contrast, Uber introduced upfront pricing , providing customers with transparency and certainty regarding fares. This pricing model appealed to customers and helped Uber gain a competitive advantage.

Regulatory Challenges : Operating in India's ride-hailing market posed significant regulatory challenges for both Ola and Uber. The government introduced various regulations to ensure passenger safety, driver welfare, and fair competition. Ola and Uber had to comply with these regulations, including obtaining licenses.

Lessons : OLA and Uber engaged in fierce competition in the Indian market, with OLA gaining an early lead due to localization efforts and strategic partnerships. Despite Uber's global presence, OLA's focused approach and understanding of local dynamics allowed it to maintain a strong brand presence in the competitive Indian ride-hailing sector. Having said this, Uber brought innovation and a seamless user experience to India's ride-hailing sector . Its international appeal and technological prowess challenged OLA, fostering healthy competition and pushing both companies to enhance their services for Indian consumers.

Patanjali, an Indian brand established in 2006 by Baba Ramdev and Acharya Balkrishna, has rapidly emerged as a major player in the fast-moving consumer goods (FMCG) industry. With its focus on Ayurvedic and natural products, Patanjali has disrupted the market dominated by multinational giants.

Branding and Marketing Strategy : Patanjali's success can be attributed to its effective branding and marketing strategies. The brand positioned itself as a 'swadeshi' (indigenous) alternative to multinational brands, appealing to the patriotic sentiments of Indian consumers. Patanjali's advertisements featuring Baba Ramdev and its focus on natural ingredients resonated with health-conscious consumers.

Disruptive Pricing : Patanjali disrupted the FMCG market by offering quality products at competitive prices. By eliminating middlemen and focusing on cost-effective production methods , the brand was able to provide affordable alternatives to consumers.

With its strong marketing strategies and disruptive pricing , Patanjali rapidly expanded outreach, leveraging Baba Ramdev's vast network of yoga centers and retail outlets. The brand also adopted an aggressive distribution strategy by partnering with modern retail chains and e-commerce platforms, ensuring its products were easily accessible to consumers across India and thus becoming a trusted name in the market.

In 1993, PepsiCo faced a major crisis when reports emerged of consumers finding syringes and needles in cans of Diet Pepsi. This incident, known as the ‘Pepsi syringe scare’ , caused widespread panic and led to a decline in consumer trust and sales. The crisis posed a significant challenge for PepsiCo, requiring swift action and innovative strategies to regain consumer confidence.

Rapid Response : Recognizing the urgency of the situation, PepsiCo swiftly responded to the crisis by launching a comprehensive investigation into the reported incidents. The company collaborated with law enforcement agencies, medical experts, and suppliers to identify the source of contamination and implement immediate corrective measures.

Transparent Communication : To rebuild trust with consumers, PepsiCo prioritized transparent communication throughout the crisis. The company provided regular updates on the investigation's progress , ensuring that accurate information was disseminated to the public. By being open and honest, PepsiCo aimed to dispel rumors and restore confidence in its products.

Collaboration with Stakeholders : PepsiCo actively engaged with various stakeholders , including government agencies, industry experts, and consumer advocacy groups. The company sought their input and collaborated on developing enhanced safety measures and quality control protocols. This collaborative approach helped PepsiCo demonstrate its commitment to consumer safety and regain credibility.

Product Innovation : As part of its crisis management strategy, PepsiCo introduced innovative packaging solutions to address consumer concerns about product tampering. The company developed tamper-evident seals and redesigned its cans to incorporate additional protective layers. These innovations reassured consumers that PepsiCo was taking proactive steps to prevent future incidents.

Marketing Campaigns : Pepsi's crisis management strategies were not limited to addressing the immediate concerns surrounding the syringe scare. The company also focused on long-term initiatives to rebuild its reputation and strengthen its position in the market.

Throughout the crisis and beyond, Pepsi remained committed to continuous improvement. The company implemented rigorous quality control measures, enhanced safety protocols, and invested in advanced technology to prevent future incidents.

Vodafone Idea Merger - Game-Changing Move Towards Significant Growth

The Vodafone Idea merger, which took place in 2018, is a remarkable example of an unexpected merger that led to significant growth for both companies involved. This case study will analyze the success factors behind this merger and shed light on the strategic decisions that contributed to its success.

Strategic Rationale : The merger between Vodafone and Idea was driven by several key factors. Firstly, it allowed both companies to c ombine their resources, infrastructure, and customer base , resulting in a stronger market position. By pooling their assets and expertise, they could leverage economies of scale and enhance operational efficiency. Furthermore, the merger enabled Vodafone and Idea to create a robust network infrastructure capable of handling the increasing demand for data services.

Synergies and Integration : The successful integration of Vodafone and Idea was a critical factor in achieving significant growth. The companies focused on capturing synergies by aligning their operations, combining their technology platforms, and streamlining their processes. This integration allowed them to optimize costs, eliminate duplications, and enhance overall efficiency.

Lessons : The merger between Vodafone and Idea showcased the importance of leveraging the complementary strengths of both companies. The merger also highlighted the potential for synergy creation. By bringing together the resources, capabilities, and market presence of both companies, Vodafone Idea Limited was able to achieve cost savings, improve operational efficiency, and enhance its overall competitiveness. In 2018, Vodafone Idea unveiled its brand new identity ‘Vi’ which marked the completion of the integration of the 2 companies.

Titan Company Limited, a renowned Indian consumer goods company, has been a market leader in the watch industry for several decades. However, with the advent of e-commerce and changing consumer preferences, the company recognized the need to transform its business model and embrace the online marketplace. This case study explores Titan's successful journey towards becoming an online enterprise and highlights the strategic initiatives that propelled its growth in the digital space.

Strategic Shift : Founded in 1984 as a joint venture between the Tata Group and the Tamil Nadu Industrial Development Corporation, Titan initially focused on manufacturing and selling watches. Recognizing the potential of online retail, Titan embarked on a comprehensive digital transformation strategy. The company invested heavily in technology infrastructure and talent acquisition to build a robust e-commerce platform that offered a seamless shopping experience to its customers. Additionally, Titan forged strategic partnerships with leading e-commerce players, enabling it to leverage their vast customer base and reach.

Product Innovation : One of the key drivers of Titan's success in the online space was its focus on product innovation. The company introduced a wide range of trendy and affordable watches, jewelry, and eyewear specifically designed to cater to the preferences of online shoppers. By leveraging data analytics and consumer insights, Titan was able to identify emerging trends and develop products that resonated with its target audience.

Digital Marketing : To create brand awareness and drive traffic to its online platform, Titan adopted a comprehensive digital marketing strategy. The company utilized social media channels, search engine optimization techniques, and influencer marketing campaigns to engage with its target audience effectively. Titan also implemented various strategies to enhance the user experience on its online platform.

Loyalty Program : To encourage repeat purchases, Titan introduced a loyalty program for its online customers. This program offered exclusive discounts, rewards, and personalized recommendations based on each customer's preferences and purchase history. By incentivizing customer loyalty, Titan was able to build a strong base of repeat buyers and increase customer lifetime value.

Overall, Titan's leap into the online business was a resounding success. Through strategic digital marketing, enhanced user experience, a loyalty program, efficient operations, and a diverse product range, the company was able to establish itself as a prominent player in the e-commerce industry.

I mpact of Blockchain Technology on Traditional Industries (Finance & Supply Chain Management)

Blockchain technology, initially introduced as the underlying technology behind cryptocurrencies such as Bitcoin, has evolved into a powerful tool with the potential to revolutionize traditional industries.

Blockchain technology has the potential to disrupt the financial industry by offering secure and transparent transactions without the need for intermediaries. The case study examines how blockchain can streamline payment processes, reduce transaction costs, and enhance financial inclusion.

Ripple is a prime example of how blockchain technology has streamlined the payment process in the financial industry. Ripple's blockchain-based payment protocol allows for fast, secure, and low-cost cross-border transactions.

Traditionally, international payments can take several days to complete and involve multiple intermediaries, resulting in high transaction fees. However, Ripple's technology enables near-instantaneous settlement and eliminates the need for intermediarie s, significantly reducing both the time and cost associated with cross-border payments. This has immense implications for businesses and individuals who rely on international transactions, as it allows for faster, more efficient, and cost-effective transfers of funds.

Supply Chain Management

The adoption of blockchain technology in supply chain management can enhance transparency, traceability, and efficiency across the entire value chain. This case study investigates how blockchain can mitigate issues such as counterfeiting, fraud, and supply chain disruptions.

One example of how blockchain technology has benefited traditional industries is in the case of Maersk. Maersk , a global shipping company, has successfully implemented blockchain technology in its supply chain management processes.

With the use of blockchain, Maersk is able to ensure the authenticity of its products throughout the supply chain. By recording every transaction and movement of goods on the blockchain, the company can verify the origin and history of each product, making it difficult for counterfeit products to enter the market. This not only protects consumers from purchasing fake goods but also safeguards the reputation of Maersk as a trusted brand.

Furthermore, blockchain technology has enabled Maersk to optimize its inventory management . By having real-time visibility of inventory levels and movements, the company can accurately track and manage its stock, reducing the risk of overstocking or understocking.

In terms of logistics, blockchain has provided Maersk with enhanced transparency and traceability . Through the use of smart contracts and digital records on the blockchain, the company can easily track the movement of goods from one location to another.

Overall, Maersk's adoption of blockchain technology has brought significant benefits to the company in terms of ensuring product authenticity, optimizing inventory management, and improving logistics.

Unacademy was founded in 2015 by Gaurav Munjal, Roman Saini, and Hemesh Singh as a YouTube channel providing free educational content. Over time, it evolved into a comprehensive online learning platform offering courses for various competitive exams in India, such as UPSC, SSC, and banking. Unacademy's mission is to make quality education accessible to all by leveraging technology and empowering educators.

Digital Transformation Initiatives : Unacademy's digital transformation initiatives have played a pivotal role in reshaping the education landscape in India. The company has embraced innovative technologies, such as artificial intelligence (AI), machine learning (ML), and data analytics, to enhance the learning experience for students.

Personalized Learning : Unacademy's platform utilizes AI and ML algorithms to personalize the learning journey for each student. By analyzing user behavior and performance data, the platform recommends relevant courses and study material tailored to individual needs. This personalized approach has significantly improved student engagement and outcomes.

Live Classes and Interactive Sessions : Unacademy offers live classes conducted by experienced educators, allowing students to interact with them in real-time. These interactive sessions foster active learning, enabling students to clarify doubts, participate in discussions, and receive personalized guidance. The use of technology has made education more engaging and accessible.

Gamification and Competition : Unacademy gamifies the learning experience by incorporating quizzes, challenges, and leaderboards. This gamification strategy motivates students to actively participate, compete with peers, and earn rewards, making the learning process enjoyable and immersive. The use of technology has transformed education into a fun and competitive endeavor.

In conclusion, by providing accessible and affordable online learning resources, Unacademy has democratized education and empowered millions of learners. Their success showcases the immense potential of technology to bridge educational gaps and transform traditional learning methods.

Analyzing the Impact of Technology on Healthcare Delivery and Patient Outcomes

In recent years, the healthcare industry has witnessed a significant transformation due to the rapid advancements in technology. From electronic health records (EHRs) to telemedicine, these technological innovations have had a profound impact on healthcare delivery and patient outcomes. This case study aims to analyze the various ways in which technology has revolutionized healthcare, exploring its benefits, challenges, and future implications.

Integration of Electronic Health Records (EHRs) : One of the most notable advancements in healthcare technology is the widespread adoption of electronic health records. EHRs have streamlined the documentation process, enabling healthcare providers to access patient information easily and securely. This has led to improved care coordination, reduced medical errors, and enhanced patient safety.

Telemedicine and Remote Patient Monitoring : The advent of telemedicine has revolutionized healthcare delivery, particularly in remote or underserved areas. Telemedicine allows patients to consult with healthcare providers virtually, eliminating the need for physical visits. This not only improves access to care but also reduces healthcare costs and enhances patient convenience . Moreover, remote patient monitoring technologies enable healthcare professionals to remotely monitor patients' vital signs and health conditions, leading to early detection of potential issues and proactive intervention.

Artificial Intelligence (AI) and Machine Learning : The use of artificial intelligence and machine learning algorithms has significantly impacted healthcare delivery and patient outcomes. AI-powered systems can analyze vast amounts of medical data, assisting in accurate diagnosis, treatment planning, and predicting patient outcomes. Machine learning algorithms can identify patterns in patient data, enabling personalized treatment plans and early detection of diseases.

Internet of Things (IoT) and Wearable Devices : The key benefit of IoT and wearable devices in healthcare is the ability to collect real-time data. These devices can continuously monitor various health parameters such as heart rate, blood pressure, and glucose levels. This data can be transmitted wirelessly to healthcare providers, allowing them to closely monitor patients' conditions remotely. By having access to real-time data, healthcare professionals can detect any abnormalities or changes in patients' health status promptly and take necessary actions, potentially preventing complications or emergencies.

In conclusion, technology has had a significant impact on healthcare delivery and patient outcomes. It has improved efficiency, accuracy, and accessibility of healthcare services. From electronic health records to telemedicine, technology has revolutionized the way healthcare is delivered, leading to better patient outcomes and overall healthcare quality.

If you enjoyed reading the above MBA case studies, here are some more tales that you might love to explore:

Enron Scandal

The Enron scandal was one of the biggest corporate frauds in history. It involved the manipulation of financial statements to hide debt and inflate profits, leading to the bankruptcy of the energy company in 2001. The scandal exposed the unethical practices of Enron executives and led to increased scrutiny of corporate governance.

Starbucks crowdsourcing success story

This is an excellent case taught in IT focusing on the impact that an effective social media strategy can have on a company. Starbucks created a crowdsourcing platform called 'My Starbucks Idea' in the March of 2008 with the aim to engage with its customers. The objective was to let the customers create products and services for the company. They can go to the platform and share their idea. The idea if viable will be implemented by Starbucks. In this way, the company can get data about customer preferences and leverage it to refine itself.

3M Corporation HR Policy

3M Corporation's HR policy is a case study in employee empowerment and innovation. With a focus on autonomy and creativity, 3M encourages the 15% Rule , allowing employees to spend a significant portion of their time on personal projects, fostering a culture of innovation and continuous learning within the organization.There are many other philosophies as well like the 30 percent rule, Dual Ladder career path, Seed capital, etc, that are keeping the employees motivated and making the company earn good profits.

Adhaar Number Implementation (2009)

Launched in 2009, Aadhaar is India's innovative identification project. It assigns a unique 12-digit number to residents, streamlining access to services. Despite controversy over privacy, it significantly enhances governance, financial inclusion, and social benefits distribution. The large-scale implementation reflects the evolving landscape of identity management in the digital age.

Air India Turnaround

In 2019, Air India underwent a turnaround initiative to address financial woes and operational inefficiencies. The case study delves into strategic decisions, cost-cutting measures, and attempts to enhance operational efficiency. It portrays the challenges faced by the airline industry and the complex journey of revitalizing a national carrier in a competitive market.

Flipkart-Walmart Deal (2018)

The Flipkart-Walmart Deal refers to Walmart's acquisition of Flipkart, a leading e-commerce company in India, in 2018. This deal marked Walmart's entry into the Indian e-commerce market and showcased the growing importance of global business collaborations in the country's rapidly expanding digital economy.

Microsoft's Acquisition of LinkedIn

Microsoft's acquisition of LinkedIn in 2016 was a significant move that brought together two major players in the tech industry. The USD 26.2 billion deal allowed Microsoft to tap into LinkedIn's vast professional network and data, while LinkedIn gained access to Microsoft's resources and technology. This acquisition aimed to enhance Microsoft's presence in the business and professional networking space.

Indian IT Indsusty’s Response to Great Resignation

From activating the Non-Compete Clause to employee benefits, study how Indian IT firms navigated through the Great Resignation phase. The case study also highlights the indispensable role of HR department in dealing with such scenarios.

Through these actual business situations, we learn a plethora of things such as brand management , business administration, acquisition strategy, etc. without bearing any actual risks and potential losses as in real life. This facilitates quick thinking and gives students good knowledge about what a challenging experience can be.

You might also be interested in reading:

• How Is CRED Becoming The New “Marketing ka Gunda”?
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• How Upstox's Magical Marketing Strategy Earned It A Spot As One Of The IPL 2021's Lead Sponsors?
• Australia's Richest Woman Who Owns $40 Billion Company Once Sold Scarves| Melanie Perkins, Co-founder, Canva Shares Entrepreneurship Lessons
• The Inspirational Story of Balvant Parekh | The Man Behind Building an INR 7000+ Crore Empire

I am a biotechnologist-turned-content writer and try to add an element of science in my writings wherever possible. Apart from writing, I like to cook, read and travel.

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7 Favorite Business Case Studies to Teach—and Why

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FEATURED CASE STUDIES

The Army Crew Team . Emily Michelle David of CEIBS

ATH Technologies . Devin Shanthikumar of Paul Merage School of Business

Fabritek 1992 . Rob Austin of Ivey Business School

Lincoln Electric Co . Karin Schnarr of Wilfrid Laurier University

Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth . Gary Pisano of Harvard Business School

The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron . Francesca Gino of Harvard Business School

Warren E. Buffett, 2015 . Robert F. Bruner of Darden School of Business

To dig into what makes a compelling case study, we asked seven experienced educators who teach with—and many who write—business case studies: “What is your favorite case to teach and why?”

The resulting list of case study favorites ranges in topics from operations management and organizational structure to rebel leaders and whodunnit dramas.

1. The Army Crew Team

Emily Michelle David, Assistant Professor of Management, China Europe International Business School (CEIBS)

“I love teaching  The Army Crew Team  case because it beautifully demonstrates how a team can be so much less than the sum of its parts.

I deliver the case to executives in a nearby state-of-the-art rowing facility that features rowing machines, professional coaches, and shiny red eight-person shells.

After going through the case, they hear testimonies from former members of Chinese national crew teams before carrying their own boat to the river for a test race.

The rich learning environment helps to vividly underscore one of the case’s core messages: competition can be a double-edged sword if not properly managed.

Executives in Emily Michelle David’s organizational behavior class participate in rowing activities at a nearby facility as part of her case delivery.

Despite working for an elite headhunting firm, the executives in my most recent class were surprised to realize how much they’ve allowed their own team-building responsibilities to lapse. In the MBA pre-course, this case often leads to a rich discussion about common traps that newcomers fall into (for example, trying to do too much, too soon), which helps to poise them to both stand out in the MBA as well as prepare them for the lateral team building they will soon engage in.

Finally, I love that the post-script always gets a good laugh and serves as an early lesson that organizational behavior courses will seldom give you foolproof solutions for specific problems but will, instead, arm you with the ability to think through issues more critically.”

2. ATH Technologies

Devin Shanthikumar, Associate Professor of Accounting, Paul Merage School of Business

“As a professor at UC Irvine’s Paul Merage School of Business, and before that at Harvard Business School, I have probably taught over 100 cases. I would like to say that my favorite case is my own,   Compass Box Whisky Company . But as fun as that case is, one case beats it:  ATH Technologies  by Robert Simons and Jennifer Packard.

ATH presents a young entrepreneurial company that is bought by a much larger company. As part of the merger, ATH gets an ‘earn-out’ deal—common among high-tech industries. The company, and the class, must decide what to do to achieve the stretch earn-out goals.

ATH captures a scenario we all want to be in at some point in our careers—being part of a young, exciting, growing organization. And a scenario we all will likely face—having stretch goals that seem almost unreachable.

It forces us, as a class, to really struggle with what to do at each stage.

After we read and discuss the A case, we find out what happens next, and discuss the B case, then the C, then D, and even E. At every stage, we can:

see how our decisions play out,

figure out how to build on our successes, and

address our failures.

The case is exciting, the class discussion is dynamic and energetic, and in the end, we all go home with a memorable ‘ah-ha!’ moment.

I have taught many great cases over my career, but none are quite as fun, memorable, and effective as ATH .”

3. Fabritek 1992

Rob Austin, Professor of Information Systems, Ivey Business School

“This might seem like an odd choice, but my favorite case to teach is an old operations case called  Fabritek 1992 .

The latest version of Fabritek 1992 is dated 2009, but it is my understanding that this is a rewrite of a case that is older (probably much older). There is a Fabritek 1969 in the HBP catalog—same basic case, older dates, and numbers. That 1969 version lists no authors, so I suspect the case goes even further back; the 1969 version is, I’m guessing, a rewrite of an even older version.

There are many things I appreciate about the case. Here are a few:

It operates as a learning opportunity at many levels. At first it looks like a not-very-glamorous production job scheduling case. By the end of the case discussion, though, we’re into (operations) strategy and more. It starts out technical, then explodes into much broader relevance. As I tell participants when I’m teaching HBP's Teaching with Cases seminars —where I often use Fabritek as an example—when people first encounter this case, they almost always underestimate it.

It has great characters—especially Arthur Moreno, who looks like a troublemaker, but who, discussion reveals, might just be the smartest guy in the factory. Alums of the Harvard MBA program have told me that they remember Arthur Moreno many years later.

Almost every word in the case is important. It’s only four and a half pages of text and three pages of exhibits. This economy of words and sparsity of style have always seemed like poetry to me. I should note that this super concise, every-word-matters approach is not the ideal we usually aspire to when we write cases. Often, we include extra or superfluous information because part of our teaching objective is to provide practice in separating what matters from what doesn’t in a case. Fabritek takes a different approach, though, which fits it well.

It has a dramatic structure. It unfolds like a detective story, a sort of whodunnit. Something is wrong. There is a quality problem, and we’re not sure who or what is responsible. One person, Arthur Moreno, looks very guilty (probably too obviously guilty), but as we dig into the situation, there are many more possibilities. We spend in-class time analyzing the data (there’s a bit of math, so it covers that base, too) to determine which hypotheses are best supported by the data. And, realistically, the data doesn’t support any of the hypotheses perfectly, just some of them more than others. Also, there’s a plot twist at the end (I won’t reveal it, but here’s a hint: Arthur Moreno isn’t nearly the biggest problem in the final analysis). I have had students tell me the surprising realization at the end of the discussion gives them ‘goosebumps.’

Finally, through the unexpected plot twist, it imparts what I call a ‘wisdom lesson’ to young managers: not to be too sure of themselves and to regard the experiences of others, especially experts out on the factory floor, with great seriousness.”

4. Lincoln Electric Co.

Karin Schnarr, Assistant Professor of Policy, Wilfrid Laurier University

“As a strategy professor, my favorite case to teach is the classic 1975 Harvard case  Lincoln Electric Co.  by Norman Berg.

I use it to demonstrate to students the theory linkage between strategy and organizational structure, management processes, and leadership behavior.

This case may be an odd choice for a favorite. It occurs decades before my students were born. It is pages longer than we are told students are now willing to read. It is about manufacturing arc welding equipment in Cleveland, Ohio—a hard sell for a Canadian business classroom.

Yet, I have never come across a case that so perfectly illustrates what I want students to learn about how a company can be designed from an organizational perspective to successfully implement its strategy.

And in a time where so much focus continues to be on how to maximize shareholder value, it is refreshing to be able to discuss a publicly-traded company that is successfully pursuing a strategy that provides a fair value to shareholders while distributing value to employees through a large bonus pool, as well as value to customers by continually lowering prices.

However, to make the case resonate with today’s students, I work to make it relevant to the contemporary business environment. I link the case to multimedia clips about Lincoln Electric’s current manufacturing practices, processes, and leadership practices. My students can then see that a model that has been in place for generations is still viable and highly successful, even in our very different competitive situation.”

5. Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth

Gary Pisano, Professor of Business Administration, Harvard Business School

“My favorite case to teach these days is  Pal’s Sudden Service—Scaling an Organizational Model to Drive Growth .

I love teaching this case for three reasons:

1. It demonstrates how a company in a super-tough, highly competitive business can do very well by focusing on creating unique operating capabilities. In theory, Pal’s should have no chance against behemoths like McDonalds or Wendy’s—but it thrives because it has built a unique operating system. It’s a great example of a strategic approach to operations in action.

2. The case shows how a strategic approach to human resource and talent development at all levels really matters. This company competes in an industry not known for engaging its front-line workers. The case shows how engaging these workers can really pay off.

3. Finally, Pal’s is really unusual in its approach to growth. Most companies set growth goals (usually arbitrary ones) and then try to figure out how to ‘backfill’ the human resource and talent management gaps. They trust you can always find someone to do the job. Pal’s tackles the growth problem completely the other way around. They rigorously select and train their future managers. Only when they have a manager ready to take on their own store do they open a new one. They pace their growth off their capacity to develop talent. I find this really fascinating and so do the students I teach this case to.”

6. The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron

Francesca Gino, Professor of Business Administration, Harvard Business School

“My favorite case to teach is  The United States Air Force: ‘Chaos’ in the 99th Reconnaissance Squadron .

The case surprises students because it is about a leader, known in the unit by the nickname Chaos , who inspired his squadron to be innovative and to change in a culture that is all about not rocking the boat, and where there is a deep sense that rules should simply be followed.

For years, I studied ‘rebels,’ people who do not accept the status quo; rather, they approach work with curiosity and produce positive change in their organizations. Chaos is a rebel leader who got the level of cultural change right. Many of the leaders I’ve met over the years complain about the ‘corporate culture,’ or at least point to clear weaknesses of it; but then they throw their hands up in the air and forget about changing what they can.

Chaos is different—he didn’t go after the ‘Air Force’ culture. That would be like boiling the ocean.

Instead, he focused on his unit of control and command: The 99th squadron. He focused on enabling that group to do what it needed to do within the confines of the bigger Air Force culture. In the process, he inspired everyone on his team to be the best they can be at work.

The case leaves the classroom buzzing and inspired to take action.”

7. Warren E. Buffett, 2015

Robert F. Bruner, Professor of Business Administration, Darden School of Business

“I love teaching   Warren E. Buffett, 2015  because it energizes, exercises, and surprises students.

Buffett looms large in the business firmament and therefore attracts anyone who is eager to learn his secrets for successful investing. This generates the kind of energy that helps to break the ice among students and instructors early in a course and to lay the groundwork for good case discussion practices.

Studying Buffett’s approach to investing helps to introduce and exercise important themes that will resonate throughout a course. The case challenges students to define for themselves what it means to create value. The case discussion can easily be tailored for novices or for more advanced students.

Either way, this is not hero worship: The case affords a critical examination of the financial performance of Buffett’s firm, Berkshire Hathaway, and reveals both triumphs and stumbles. Most importantly, students can critique the purported benefits of Buffett’s conglomeration strategy and the sustainability of his investment record as the size of the firm grows very large.

By the end of the class session, students seem surprised with what they have discovered. They buzz over the paradoxes in Buffett’s philosophy and performance record. And they come away with sober respect for Buffett’s acumen and for the challenges of creating value for investors.

Surely, such sobriety is a meta-message for any mastery of finance.”

More Educator Favorites

Emily Michelle David is an assistant professor of management at China Europe International Business School (CEIBS). Her current research focuses on discovering how to make workplaces more welcoming for people of all backgrounds and personality profiles to maximize performance and avoid employee burnout. David’s work has been published in a number of scholarly journals, and she has worked as an in-house researcher at both NASA and the M.D. Anderson Cancer Center.

Devin Shanthikumar  is an associate professor and the accounting area coordinator at UCI Paul Merage School of Business. She teaches undergraduate, MBA, and executive-level courses in managerial accounting. Shanthikumar previously served on the faculty at Harvard Business School, where she taught both financial accounting and managerial accounting for MBAs, and wrote cases that are used in accounting courses across the country.

Robert D. Austin is a professor of information systems at Ivey Business School and an affiliated faculty member at Harvard Medical School. He has published widely, authoring nine books, more than 50 cases and notes, three Harvard online products, and two popular massive open online courses (MOOCs) running on the Coursera platform.

Karin Schnarr is an assistant professor of policy and the director of the Bachelor of Business Administration (BBA) program at the Lazaridis School of Business & Economics at Wilfrid Laurier University in Waterloo, Ontario, Canada where she teaches strategic management at the undergraduate, graduate, and executive levels. Schnarr has published several award-winning and best-selling cases and regularly presents at international conferences on case writing and scholarship.

Gary P. Pisano is the Harry E. Figgie, Jr. Professor of Business Administration and senior associate dean of faculty development at Harvard Business School, where he has been on the faculty since 1988. Pisano is an expert in the fields of technology and operations strategy, the management of innovation, and competitive strategy. His research and consulting experience span a range of industries including aerospace, biotechnology, pharmaceuticals, specialty chemicals, health care, nutrition, computers, software, telecommunications, and semiconductors.

Francesca Gino studies how people can have more productive, creative, and fulfilling lives. She is a professor at Harvard Business School and the author, most recently, of  Rebel Talent: Why It Pays to Break the Rules at Work and in Life . Gino regularly gives keynote speeches, delivers corporate training programs, and serves in advisory roles for firms and not-for-profit organizations across the globe.

Robert F. Bruner is a university professor at the University of Virginia, distinguished professor of business administration, and dean emeritus of the Darden School of Business. He has also held visiting appointments at Harvard and Columbia universities in the United States, at INSEAD in France, and at IESE in Spain. He is the author, co-author, or editor of more than 20 books on finance, management, and teaching. Currently, he teaches and writes in finance and management.

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How To Review MBA Case Studies Like An Executive

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Harvard Business School

The case method has been the dominant way of learning in business school since it was pioneered at Harvard Business School in the early 20th century. The case method, in Harvard’s description , is simply a discussion of real-life situations that business executives have faced.

If you’re headed to business school, you need to know all about it. Here are some tips on how to review MBA case studies like an executive.

First things first: If you don’t have time to read an entire case study, at least read the abstract — the first few paragraphs — so you have a general idea of what’s being discussed. The abstract is a summary of the study that has a logical flow, and lets you know what the main issues are.

You should probably know more about what a case study is talking about, though. If you want to make the most of your time, then you’ll want to know a method I learned from the past winner of a global case study competition. It’s not as speedy as just reading the abstract, but it’s a quick, structured, and thorough way to understand the main ideas.

1. Create an outline based on the abstract

• For each point in the abstract, create a header and sub-header. My headers typically include the Problem, the Story, the Theory (why this happened), the Response, the Result.
• Number each header and sub-header so that later on, it’ll be easier to reference. You’ll thank me.

2. Read the case study, take notes. Make a key problems and issues document.

Each time you read the case study, have a different goal in mind, a different way of looking at what’s been written. This is more efficient than reading the case study many times and trying to remember everything in it.

• On your first read, quickly scan it to get a general impression.
• Do a second, more thorough read. Highlight important facts, write notes in the margins. Assign these to each header in your outline.
• Read the case study a third time. In a separate document, write out the key problems and issues that stood out to you.

3. Review all 3 documents — your revised outline, key problems and issues, the case study

• It’s time to put it all together. Reference key problems and issues from your 3rd read, and notes from your 2nd read, against each header in the outline.
• Identify some considerations and questions that come up when you map these against one another. I recommend noting that in your outline. Ask yourself what concepts, rules, or principles are being questioned?This creates context. Context, not content, is king (or queen).

4. Analysis

• Try and answer these questions with a simple qualitative or quantitative analysis. Base your analysis on assumptions that were in the case study. For example, numerical data presented in tables. Chances are it will look something like this.

• Look for similarities and differences that prove or disprove what is being claimed as true or “feels true.”

This is important. Rely on the case study’s evidence, avoid personal judgment, and other influences like politics or ideology. Speculation isn’t evidence, unless it’s in the case study.

5. What would you do about it?

• Develop a set of recommendations around a logical flow, using your analysis. If the situation plays out in the way that’s described, your recommended course of action should make sense to people who don’t know the case study as well as you do.

• Come up with an effective way to present your findings. Think about how to quickly convince people your thinking makes sense. For example, quickly drawing a diagram or chart on paper or chalkboard.
• Use a framework you’ve previously discussed in class, if you really want everyone to know you’ve been paying attention.

Philip Chang is a researcher and past Student Council president at National Taiwan University.

Questions about this article? Email us or leave a comment below.

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Writing a Case as a Student at HBS

There is a lot to get used to during your first semester atHBS – attending class, making new friends, finding an internship, and doing homework again. While reading and preparing cases for each class may seem daunting and time-consuming at first, it becomes second nature after a semester or two. By second year , many students decide to try their hand at writing a case themselves.

Why write a case with a professor?

In case you aren’t yet familiar with HBS cases, they are the 10-30 page packets upon which almost every class discussion is based. Cases can be and are written on many topics: a person, a company, a country, an event. They are written by HBS professors, research associates, and sometimes students.

For those who are nostalgic about undergraduate or masters’ thesis writing days, and are excited about being in an academic environment again, writing a case with a professor is a great way to do independent academic research. Depending on the topic, case writing allows you to conduct primary research and meet case protagonists .

Some students have leveraged such research to find new jobs or expand their professional networks. It is also a great way to leverage pre-HBS work experience (by writing a case on a company you’ve worked with) or learn something completely new. If you are looking to dig deep into a company or topic, writing a case is one of the best ways to do it. 

Additionally, case writing is a way to form a close relationship with a professor of your choice - they become your case advisor and mentor. It also affords you a unique “inside look” into the workings of HBS and the process by which our learning curriculum is built. Being associated with a published HBS document isn’t too bad either.

How does it work?

If writing a case is something that interests you, it is very easy to get started.

1) Choose a topic of interest or a professor you are hoping to get to know better. If you choose a topic first, find a professor that either you know and like or that is particularly knowledgeable on or interested in the topic. As you will soon see, pretty much any topic goes!

2) Determine how you want to fit the case writing into your schedule. Options include replacing a class your second year with an independent project, or treating case writing like an extracurricular activity in addition to your regular class load.

3) Meet with the professor you choose; most professors are happy to have case writing help! If you chose a professor before a topic, you will want to discuss potential topics with him or her during these first meetings.

4) Get researching! Some professors provide more guidance than others. Either way, this is your project so take initiative and make the most of it.

My personal experience

During the first semester of my EC (second) year, I continued to work part-time at the company with which I interned over the summer. Once that commitment ended at year-end, I was looking for an interesting extracurricular for my last semester.

I approached a few professors in the BGIE (Business, Government, and the International Economy) department whose classes I loved. I told them I was interested in writing about either Israel or the former Soviet Eastern Europe and asked whether either of these topics would be interesting to them as well.

Luckily, one of my favorite professors was interested in writing about Eastern Europe and we immediately got started. I chose to write a case in addition to taking five classes, which I found very manageable. Students can also get credit for case writing by doing it as an independent project. As the semester wore on, I started helping with another case about a small company started by an HBS graduate in Nigeria. I ended up learning more than I had even expected and developed a closer relationship with a great professor in the process.

However you decide to structure your future HBS case writing, one thing is guaranteed: you will get to know interesting people and become more knowledgeable about a topic of your interest. I can’t think of a better way to have spent some time during my last stint in the academic world.

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How to Read MBA Case Studies Quickly The Case Study method, popularized by the Harvard Business School, is a common feature across all B-schools. For you as a marketer and a B-school student, it becomes important to befriend case studies right away. In this discussion, I will reveal important aspects of case studies and how to read MBA case studies quickly and efficiently.

The Case Study Method initially popularized by Harvard Business School is now a dominant feature in the curriculum of all business schools, worldwide. And the fact is they are all over your curriculum too. Probably that's why you want to know how to read MBA case studies quickly.

If you are looking to get into a management course or are currently in a management program, my advice to you is - fall in love with Case Studies already! 

They are going to be around you day and night. And the best way to fall in love or to make that love last is to first befriend it.

In this discussion, I will reveal important aspects of case studies and how to read MBA case studies quickly and efficiently. Let’s begin.

What is a Case Study?

Before answering how to read MBA case studies we need to first understand what is a case study .

A Case Study is a document of real-life business scenario or an imagined business scenario. The case study will present to you a problem, issue, conflict, report or impending decision-making that needs to be addressed, solved or analyzed for a business.

As you would know, the Harvard Case Study method is the most widely accepted pedagogy for MBA teaching and training. In fact, a good number of cases in your B-school would be Harvard published cases.

Won't you be interested to learn first-hand from the Harvard Business School about what their case study method is? During my MBA, I was lucky enough to come across this video which shares an insight on what this pedagogy entails for the students.

I urge you to go through this video. This isn't just a description of what the case study method is, but more importantly this is a sneak peak into what is the classroom experience for an MBA student. There would definitely be massive takeaways.

MBA Case Studies - Not Completely Unknown

While it might look to be a big deal, but most of you who have cracked a competitive exam like the CAT, GMAT, XAT or the others of the like have already dealt with a case study like creature before. 

An MBA case study may also be looked at as an amalgamation of Reading Comprehension (RC) and Data Interpretation (DI) type of questions.

Yes, the RC and DI sections that you practiced for CAT. A case study may at times resemble an RC set alone and at time may seem like a cross-over between RC and DI set when charts and graphs are given.

I guess now you know why you are tested on Reading Comprehension and Data Interpretation in CAT? These sections check your reading skills, ability to interpret data given to you, evaluate alternatives and make a right decision; which, are all important and required in your management studies and your management career.  

Case Analysis Blueprint Course

Learn how to analyze MBA business case studies comprehensively in just five steps

Get to know how to analyze a marketing case study comprehensively in just 5 slides. Which means that the next time you need to analyze a case or participate in a case competition, you would know exactly how to ace the case

Why are MBA Case Studies Important?

A case study is designed to make you step into a manager’s shoes and think like one. What if you are the manager, how would you solve this problem.

Solving a case study would make you explore your analytical , reasoning , leadership and decision-making skills and most importantly make you trust your educated instincts.

Case study method helps you to go a long way in applying your theoretical knowledge and its practical application in a very dynamic and a VUCA world. VUCA, as you may know, is an acronym based on leadership theories that stands for Volatility, Uncertainty, Complexity and Ambiguity.

As a Manager (or a management student) you should be able to provide realistic solutions to the problems presented in a case study. You should be able to explain and justify your decision.

Application of such critical faculties while solving a case study makes it an important feature in the curriculum of an aspiring manager. With each case, you need to change how read and perceive the information and, ultimately, how you think

With the importance of case studies explained, next, is a very important question - How do you solve a case study?

How to Solve MBA Case Studies? 

There is no one way to solve a case study. Once you start solving an MBA case study you will have your own take on it. However, listed below are general guidelines that, more or less, remain the same and are effective in solving an MBA case study:

• Place yourself in the role of a leader/manager or as the Harvard Business School likes to call it – Protagonist
• Identify the problem that you face as a protagonist 
• Examine the causes for the problems and the issues that are there. Don't worry, you might find conclusive evidences for them. But just form your hypothesis.
• Create alternatives or possible courses of actions that are within the purview of the organization’s goals and objectives
• Get back to your hypothesis and assumptions and choose a course of action that is the most favorable. You most likely will need data from the exhibits to decide on one strategy. 
• Put it to vote. Discuss. Brainstorm. Identify possible trade-offs for each alternative
• Suggest a final alternative and justify it
• Discuss the case study with fellow students, professors, colleagues, and note all interesting/new/innovative solutions that others have to offer
• Enjoy the learning and process

Want a step-by-step framework to analyse Marketing Case Studies?

This guide on How to Analyse Marketing Case Studies tells you the methods to tackle a case. What I suggest in the book is an elaborate explanation of how you can present your case study analysis most effectively, in just 5 slides.

But, How to Read MBA Case Studies Quickly?

To the above question I would also like to add “and efficiently”. How to read MBA case studies quickly and efficiently?

I would suggest two ways reading MBA case studies quickly:

• Reading the case study thoroughly when you need to really understand and present it
• Reading the case study super -quickly when you are super -pressed for time

Here's a little thumb rule that you should follow while picking the right method to read your case study.

Just to not spoil you with a slightly lesser honest way of reading cases, I would first be talking about what the correct approach of reading an MBA case study should be.

Reading an MBA Case Study Thoroughly [Honest Method]

     Here is my standard method of reading MBA case studies efficiently and quickly:

• Before the case is given to you, you would know where it fits into the curriculum . Marketing, Finance, Operations etc.
• You would also know the topics that you have covered or are about to start in the next discussion. This will definitely give you an idea of what you need to do.
• For me, reading a case study for is a 2-3 round affair . And that what makes it quicker, because you are not committed to reading it with full attention in one shot. That's just too much pressure.
• In the first read, which should be a super-speed round , read the sub-headings, read each and every line but extremely brazenly – in speed. No regressing at all. Identify the core scenario of the case and what it is that you are required to do.
• You will experience that there are mostly two kinds of case studies that you will encounter:
• Where you have to take decision as a protagonist or a team leader
• Where no decision making is required, you have to only discuss and analyse the case at hand
• Identify the key players or stakeholders and identify key issues/problems
• Keep your pencil or pen handy . You will be taking notes while solving a case study. Underlining, highlighting would help to reduce the time spent in writing.
• Slow down on statements which have some ‘quotes’ from any of the characters or a line which has numbers . These are things to be read properly and even noted down if required.
• Skim through the discussion questions. Write relevant pointers for each question that you would have picked up from the case’s preliminary reading. Run the scenario in your brain and raise questions as to what happened and why it happened and most importantly what needs to be done.
• Form two or three hypotheses based on your reading. Create a situation analysis, what-ifs, and try to fit the data and the facts in each of them. This could require the 2 nd  and 3 rd  rounds of reading to cull-out that data
• Go back to the case - this could be your 2 nd read and look for any data that you may have missed. Fill the gaps in your hypothesis . This is where you need to find data from the exhibits.
• Go for a 3 rd read if some data is still missing or if you have realized that your initial hypotheses aren't shaping up well an you need to form new ones. Some would prefer to do the 2 nd  or 3 rd  read question-wise while others may prefer analyzing the case as a whole
• Now start working on the solving these problems with the data collected

Other way to solve a case is to first read the discussion questions carefully. Then, read the case keeping the questions in mind as a guide to what’s important in the case and what can be ignored.

Now that you know how to read an MBA case study in the most proper way, I am sharing with you a way to read MBA case studies quickly when you are super-pressed for time.

Let me tell you that, this strategy may give you a broad understanding of the case study to do some sort of class participation. But it will not give you enough knowledge which allows you to present the case with its full details.

Reading an MBA Case Study Quickly [ Partially Honest Method]

I would not be calling a dishonest method. Instead, I am calling it the 'partially honest method' for the reason that I am giving you a benefit of doubt - that while you truly wanted to analyse it and do a meaningful class participation, you happen to be pressed for time.

• The first step would be to quickly flip the pages and get a feel of the case. The headings , sub-headings and words which are in bold will be of help.
• Go to the last page and read the last paragraph . This  could be titled as 'Conclusion' in the case study. It could also be titled something else as per the context of the case or their simply may be no heading on this last paragraph.
• Get back to the first page and completely read the introduction paragraph. This would help you understand who is the 'protagonist' of the case.
• From the next heading onward, start reading the first two sentences and the last two sentences of each sub-section/sub-heading.
• By now, you would know three things about the case; the protagonist, the context and what needs to be done by you on behalf of the protagonist
• The next step is where the dishonesty comes in. This is where we go and look for a case summary over the internet.
• Most of the cases that you will encounter will be Harvard Business School (HBS) Cases. The copies of cases handout to you are also available on the HBS website for sale, along with their synopsis.
• Read up the summary and quickly fill up the gaps that you may have in your understanding. In quite a few cases, you may find the summary on other websites.

A big DON'T in any case is this - most of the cases are already solved by students of other B-schools and their presentations are already available on Slideshare or other places. 

Do not read these. These would go ahead and 'analyse' the case for you. This would end up making you rigid in your thought process and the class discussion will also not be as fruitful.

Some Examples of MBA Case Studies

MBA case study could be on number of topics.

• A Marketing case study example could be about competitive strategy, pricing, entering a new market, ad campaign, target audience, positioning, etc.
• A Finance case study could be about adopting new accounting policies, evaluating cash flows, debt equity mix balance of the company, etc.
• A Human Resource Management case study could focus on adopting new appraisal format, conflict between employees and management, union conflict, employee benefits etc.
• An Operations case study may include warehousing issues, effective inventory management, improving supply chain management, evaluating raw material suppliers etc.
• A Strategic case study is where you would be presented with problems/issues spanning more than one topic or domain.

Is the solution always going to be foolproof?

No, remember it is a VUCA world. Today’s approach may be cause doom tomorrow. You need to be in tandem with the market trends and give your pinch of innovative thinking.

Will there always be a solution and a conclusion?

No. Just like this article, most of the case studies will not have a conclusion or a single solution. Such cases are more about understanding what happened and why it happened.

Author of this post

Amandeep is devout student and learner of Marketing Trends and Business Strategies. Aman is an MBA in Marketing from the 2015-17 batch. She has spent the better part of her education and subsequent work experience, in gauging, learning and honing the skills that are important for the businesses to remain relevant among competition. To that end, this blog encapsulates the best business and marketing practices for professionals.

Amandeep Kaur Jakhar

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MBA Case Studies - Solved Examples

Need of MBA Case Studies

Case i: chemco case.

• ChemCo is a quality leader in the U.K. car batteries market.
• Customer battery purchases in the automobile market are highly seasonal.
• The fork-lift business was added to utilize idle capacity during periods of inactivity.
• This is a low-growth industry (1% annual growth over the last two years)
• Large customers are sophisticated and buy based on price and quality. Smaller customers buy solely on price.
• There is a Spanish competitor in the market who offers low priced batteries of inferior quality.

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• Established player in car batteries
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• High quality product, but low end customers care more about price than quality
• Mismanaged product diversification in a price sensitive market
• Alternative 1: Establish an Off-Brand for the fork-lift business
• Alternative 2: Educate the customer market about product quality
• Alternative 3: Exit the fork-lift battery business
• Establishing the firm's quality image
• Increase in market share
• Increase in sales
• Cost of the product
• Protect firm's quality image in the automobile industry
• Redesigned product to reduce the cost of manufacture
• Low price to enable it to compete with Spanish producer
• Make use of the quality leadership in car batteries market
• Offer reliability testing, extended warranties etc. to promote quality image
• Set higher prices to extract surplus from these advantages
• A passive strategy, not proactive
• Recommendations: Alternative 1 is recommended in this case. Since the firm operates in an industry which has low growth, hence it can expand market share and sales only by taking the customers from other players. Hence, it needs to tackle the Spanish competitor head-on by aggressively pricing its product. At the same time, launching a low-priced product under the same brand name erodes the high quality image in the car batteries market. Hence, the best option is to go for an off-brand to target the fork-lift customers who are increasingly becoming price sensitive. This will enable the company to ward off the threat in short-term and build its position strongly in the long-term.

Case II: NAKAMURA LACQUER COMPANY

• The Nakamura Lacquer Company: The Nakamura Lacquer Company based in Kyoto, Japan was one of the many small handicraft shops making lacquerware for the daily table use of the Japanese people.
• Mr. Nakamura- the personality: In 1948, a young Mr. Nakamura took over his family business. He saw an opportunity to cater to a new market of America, i.e. GI's of the Occupation Army who had begun to buy lacquer ware as souvenirs. However, he realized that the traditional handicraft methods were inadequate. He was an innovator and introduced simple methods of processing and inspection using machines. Four years later, when the Occupation Army left in 1952, Nakamura employed several thousand men, and produced 500,000 pieces of lacquers tableware each year for the Japanese mass consumer market. The profit from operations was $250,000.
• The Brand: Nakamura named his brand “Chrysanthemum” after the national flower of Japan, which showed his patriotic fervor. The brand became Japan's best known and best selling brand, being synonymous with good quality, middle class and dependability.
• The Market: The market for lacquerware in Japan seems to have matured, with the production steady at 500,000 pieces a year. Nakamura did practically no business outside of Japan. However, early in 1960, when the American interest in Japanese products began to grow, Nakamura received two offers
• The Rose and Crown offer: The first offer was from Mr. Phil Rose, V.P Marketing at the National China Company. They were the largest manufacturer of good quality dinnerware in the U.S., with their “Rose and Crown” brand accounting for almost 30% of total sales. They were willing to give a firm order for three eyes for annual purchases of 400,000 sets of lacquer dinnerware, delivered in Japan and at 5% more than what the Japanese jobbers paid. However, Nakamura would have to forego the Chrysanthemum trademark to “Rose and Crown” and also undertaken to sell lacquer ware to anyone else the U.S. The offer promised returns of $720,000 over three years (with net returns of $83,000), but with little potential for the U.S. market on the Chrysanthemum brand beyond that period.
• The Semmelback offer: The second offer was from Mr. Walter Sammelback of Sammelback, Sammelback and Whittacker, Chicago, the largest supplier of hotel and restaurant supplies in the U.S. They perceived a U.S. market of 600,000 sets a year, expecting it to go up to 2 million in around 5 years. Since the Japanese government did not allow overseas investment, Sammelback was willing to budget $1.5 million. Although the offer implied negative returns of $467,000 over the first five years, the offer had the potential to give a $1 million profit if sales picked up as anticipated.
• Meeting the order: To meet the numbers requirement of the orders, Nakamura would either have to expand capacity or cut down on the domestic market. If he chose to expand capacity, the danger was of idle capacity in case the U.S. market did not respond. If he cut down on the domestic market, the danger was of losing out on a well-established market. Nakamura could also source part of the supply from other vendors. However, this option would not find favor with either of the American buyers since they had approached only Nakamura, realizing that he was the best person to meet the order.
• Decision problem: Whether to accept any of the two offers and if yes, which one of the two and under what terms of conditions?
• To expand into the U.S. market.
• To maintain and build upon their reputation of the “Chrysanthemum” brand
• To increase profit volumes by tapping the U.S. market and as a result, increasing scale of operations.
• To increase its share in the U.S. lacquerware market.
• Profit Maximization criterion: The most important criterion in the long run is profit maximization.
• Risk criterion: Since the demand in the U.S. market is not as much as in Japan.
• Brand identity criterion: Nakamura has painstakingly built up a brand name in Japan. It is desirable for him to compete in the U.S. market under the same brand name
• Flexibility criterion: The chosen option should offer Nakamura flexibility in maneuvering the terms and conditions to his advantage. Additionally, Nakamura should have bargaining power at the time of renewal of the contract.
• Short term returns: Nakamura should receive some returns on the investment he makes on the new offers. However, this criterion may be compromised in favor of profit maximization in the long run.?
• Reject both: React both the offers and concentrate on the domestic market
• Accept RC offer: Accept the Rose and Crown offer and supply the offer by cutting down on supplies to the domestic market or through capacity expansion or both
• Accept SSW: offer; accept the SSW offer and meet it through cutting down on supply to the domestic market or through capacity expansion or both. Negotiate term of supply.
• Reject both: This option would not meet the primary criterion of profit maximization. Further, the objective of growth would also not be met. Hence, this option is rejected.
• Accept RC offer: The RC offer would assure net returns of $283,000 over the next three yeas. It also assures regular returns of $240,000 per year. However, Nakamura would have no presence in the U.S. with its Chrysanthemum brand name The RC offer would entail capacity expansion, as it would not be possible to siphon of 275,000 pieces from the domestic market over three years without adversely affecting operations there. At the end of three years, Nakamura would have little bargaining power with RC as it would have an excess capacity of 275,000 pieces and excess labor which it would want to utilize. In this sense the offer is risky. Further, the offer is not flexible. Long-term profit maximization is uncertain in this case a condition that can be controlled in the SSW offer. Hence, this offer is rejected.
• Accept SSW offer: The SSW offer does not assure a firm order or any returns for the period of contract. Although, in its present form the offer is risky if the market in the U.S. does not pick up as expected, the offer is flexible. If Nakamura were to exhibit caution initially by supplying only 300,000 instead of the anticipated 600,000 pieces, it could siphon off the 175,000 required from the domestic market. If demand exists in the U.S., the capacity can be expanded. With this offer, risk is minimized. Further, it would be competing on its own brand name. Distribution would be taken care of and long-term profit maximization criterion would be satisfied as this option has the potential of $1 million in profits per year. At the time of renewal of the contract, Nakamura would have immense bargaining power.
• Negotiate terms of offer with SSW: The terms would be that NLC would supply 300,000 pieces in the first year. If market demand exists, NLC should expand capacity to provide the expected demand.
• Action Plan: In the first phase, NLC would supply SSW with 300,000 pieces. 125,000 of these would be obtained by utilizing excess capacity, while the remaining would be obtained from the domestic market. If the expected demand for lacquer ware exists in the U.S., NLC would expand capacity to meet the expected demand. The debt incurred would be paid off by the fifth year.
• Contingency Plan:  In case the demand is not as expected in the first year, NLC should not service the U.S. market and instead concentrate on increasing penetration in the domestic market.

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How to Decide if an MBA Is Worth it

Understand your financial and career goals before enrolling in an MBA program.

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A master's degree in business administration can be a great asset when looking for jobs but applicants should weigh the commitment of this opportunity.

Key Takeaways

• Earning an MBA is always a significant time investment.
• Consider career goals and costs before enrolling in an MBA program.
• An MBA may lead to salary, promotion or job market benefits.

An MBA is a game changer for many professionals – a way to build specialized skills, make salary gains and valuable professional connections, or even change careers.

But it's not the right fit for everyone. Before committing to graduate business school to pursue a master of business administration degree, it's important to consider the time commitment, costs, potential return on investment and your personal career goals, experts say.

"You don't do it because you don't have anything else to do," says Sue Oldham, associate dean of MBA operations at Vanderbilt University's Owen Graduate School of Management in Tennessee. "You are doing it because you really want this career pivot and you want to be doing something different."

What to Consider Before Applying to an MBA Program

Time commitment.

A full-time MBA program typically takes two years, although accelerated full-time programs can take a single year. Executive and part-time MBA programs, designed for professionals who are attending school while working a full-time job, vary in length depending on how many credits a student takes each semester. Online and hybrid programs are also options, but every pathway to an MBA is a significant time investment.

Students should consider whether it's the right "season of life" to commit to an MBA program, Oldham says.

"Are you at a place in your life where you can step out of the workforce for two years (for a full-time MBA) and invest in yourself like that?" she says. "I think that's why part-time MBA programs are a much better option for people that are like, 'Listen, I can't take two years off. I've got to work. I've got a family. I've got a mortgage.'"

Academic Needs

Before applying, build a list of schools that meet your educational requirements, such as location, class size and academic tracks that align with your career goals.

"Unless you are definitely bound and determined and headed toward one of the very few slots available at the Ivys , the world is at your disposal for what you need and want," says Jeanne Allen, founder and CEO of the Washington, D.C.-based Center for Education Reform, which focuses on expanding educational opportunities.

Allen says some non-Ivy League colleges and newer MBA programs may offer "a better service – they are better priced; they are accelerated in terms of graduating; they are personalized to your needs; they are often competency-based. And that's going to get you your best education."

Experts advise visiting prospective programs virtually or in person , especially while classes are in session.

"Spend some time getting to know the students, the alumni and the staff at the various schools, because I always think culture really matters and each school has its own unique culture," Oldham says. "You have to figure out what that school's culture is and say, 'Does this mesh with who I am, the way I learn and the way I want to work?'"

Return on Investment

According to the 2023 Corporate Recruiters Survey by the Graduate Management Admission Council, the organization that designs and administers the GMAT, MBA graduates had the highest median earning potential in the U.S. among business school graduates, with an estimated median starting salary of $125,000 in 2023. Hiring is expected to remain stable over the next five years.

To decide whether an MBA program offers good return on investment , consider tuition costs and potential starting salaries – which most schools track – and calculate the salary-to-debt ratio. The return on investment is calculated by dividing the average salary and signing bonus of recent grads by the average student debt of those who borrowed.

Per GMAC's 2023 Enrolled Students report – which surveyed more than 660 enrolled business graduate students or recent graduates in 36 countries – 90% of respondents rated the overall value of their graduate business degree as "good," "excellent" or "outstanding." In addition, median total compensation increased by one-third after graduate business training, with greater increases for full-time MBA students, according to the study.

The question is, "do you see the degree helping to advance your salary, your work experiences and your opportunities to make a difference, in the sense of being able to pay that (debt) down so that's not some overwhelming burden?" says Sean Schrader, an MBA student in his final year at the University of South Florida's Muma College of Business and president of the National Association of Graduate-Professional Students.

Postgraduation, he plans to study abroad before pursuing more graduate education in law school . Schrader's ultimate goal is to work in public and government service.

"A lot of people would say, 'Why would you want to get an MBA if you're more interested in government?'" he says. "That can be a fair point. But I think that the MBA gives you a lot of skills that are very relevant in almost any environment."

Benefits of an MBA

Skill and career development.

The best MBA programs help you develop entrepreneurial habits, Allen says. "They build your ability to move, develop and manage programs in more innovative ways. It's not so much about what skills (you gain), it's about what kind of learning is going to best set you up for an increasingly complex, technologically sophisticated society, where just about anybody can start a business, manage or create a product."

Andrew Walker, director of research analysis and communications at GMAC, says MBA candidates want to graduate with problem-solving, communication, data interpretation and leadership skills, among others.

"Employers say things like patience, data analytics and strategy are the most important skills that graduate management education alumni can have and bring to their organizations," he says. "And these skills are only going to grow in importance in the next five years or so. There is a lot of alignment with the type of skills that candidates are looking for out of business school and what employers are looking for, which to us (means) a lot of business schools really are on the right track with what they are teaching alumni to be successful."

With full-time programs in particular, students graduate "better prepared to work in a culturally diverse organization," Oldham says.

Even more valuable is that MBA programs also teach certain hard skills, says Daniel Snow, director of MBA programs at Brigham Young University's Marriott School of Business in Utah.

"I think that a lot of people out there think that an MBA program is about ticking boxes on a series of skills," he says. "And while our program and other top programs do give you those skills, the really important differentiator is when you come out of an MBA program with managerial judgment. You can look at a messy situation that hasn't been contemplated in your textbooks, find the core of the problem and then you can go after that problem leading an organization."

An MBA may bring salary, promotion or job market benefits. But "if you think you're going to get an MBA and it's automatically catapult you into a CEO job, that's a bad reason to get an MBA," Allen says. "It can't necessarily do that and doesn't. It all depends on who you are."

Success with an MBA "really is (about) what you put into it and whether or not it helps you advance things that you already can do, but you want to take it to another level completely," she says. "It doesn't teach you business. It builds a mindset and an understanding of business culture and exposure to what's happening in the world of business that you don't necessarily get just by reading on your own."

A New Professional Network

Experts say an MBA also helps students expand their professional networks and build new connections that may broaden their opportunities and advance their career goals .

Networks vary by school, and experts recommend considering that in your research. Some MBA programs have alumni living around the world, for instance, while others are more localized.

"It's not just quality, but where do you want to go live your career geographically?" Snow says. "The quality of the people that you are going to be around is related to the network. ... You don't want to just be some place where you are not going to be pushed. You want to be around people who are going to really push you, that are excellent, that are striving to do the same things that you are doing."

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Top 40 Case Studies of 2022-23

A case about a unique partnership to bring public toilet facilities to Indian slums earned the top spot in the 2022-23 Top 40 Yale case studies round up.

Delving into the complex project management landscape of a partnership between governments, designers, academic, and NGOs in India, the Project Sammaan case study jumped to the #1 spot this year from #30 in 2021 based largely on its strong sales to academic institutions.

Cases on the uses of debt and equity at Hertz that took the top two spots last year continued their strong showing this year at #2 and #3.

Surprisingly, the abridged version of the Toyota 2010 case leapt from #40 in last year’s roundup to #4; perennial favorite Coffee 2016 took #5 and cases involving search funds, private equity, and Cadbury, another perennial favorite, rounded out the top 10.

CRDT compiled the Top 40 list by combining data from its case store, Google Analytics, and other measures of interest and adoption.

Other year-end data for 2022-23 showed that:

• 26K case users from 156 countries and all 50 U.S. states interacted with 191 Yale cases.
• Over fifty percent of case users came from outside the U.S. with India, Tanzania, and the Philippines making up the bulk.
• 22 cases on the list are "raw" and 18 "cooked."
• The top 40 cases were supervised by 21 different Yale SOM current and former faculty members, several supervising multiple cases.

All of the 2022-23 Top 40 cases are available for purchase from the Yale Management Media store .

And the Top 40 cases for 2022-23 are:

1 Project Sammaan

2 Hertz Global Holdings (A): Uses of Debt and Equity

3 Hertz Global Holdings (B): Uses of Debt and Equity 2020

4 Toyota 2010 (Abridged)

5 Coffee 2016

6 Searching for a Search Fund Structure: A Student Takes a Tour of Various Options

7 Gardner Denver

8 Search Fund Company Boards: How CEOs Can Build Boards to Help Them Thrive

10 Suwanee Lumber Company (B)

11 Marina Bay Sands

12 IBM Corporate Service Corps

13 Shake Shack IPO

14 Children's Premier

15 Hirtle Callaghan & Co

16 Volkswagen

18 Commonfund ESG

19 Alternative Meat Industry

20 Mastercard

21 Palm Oil 2016

22 Design at the Mayo Clinic

23 Mercy Corps

24 Mike Erwin: An accidental social entrepreneur

25 DonorsChoose.org

28 The Alibaba Group

29 Giant Bicycle: Bike-Sharing in Taipei

30 American Greetings

31 Air Canada

32 Achievement First

33 Tesla in Germany

34 Nielsen: How Will the Company Maintain Its Commitments to Multiple Stakeholder Groups?

35 Climate Change Capital

36 2011 Debt Limit Crisis: How Should the Fed Respond?

37 The Future of Malls: Was Decline Inevitable?

39 Herman Miller

40 AXA: Creating the New CR Metrics