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A midsize community hospital must choose a strategy to compete with an expanding regional rival. The strategy, focused on acquiring patient volume, includes expanding investment into integrated care, setting the reimbursement structure for revenue collection, and moving to a capitation-based payment system. The case presents an evaluation of revenue models to select that which best supports a given business strategy.

This case is designed to introduce a health care audience to financial analysis. It provides a straightforward introduction to hospital financial-statement ratio analysis and hospital operating statistics, so it can also serve to introduce any audience with a business or medical background to hospital finance.

The learning outcomes are as follows: understand the mechanism of sourcing and allocation of funds in the Indian banking industry; compare financial indicators of Yes bank with the industry average and interpret the hidden stress; understand the role of NPAs in the banking industry and analyze Yes bank’s performance; and identify the possible red signals in the business model of Yes bank.

The case narrated the story of Yes bank which was considered as one of the most promising and rising banks of India. The stock of Yes bank had been the preferred investment choice for many investors because of its outstanding performance in almost all the important parameters of the industry since 2005. Since its inception, investors favored the stock with an assumption that this new generation bank had a unique as well as a sustainable banking model. However, after the year 2016, Reserve Bank of India (Indian central bank and banking regulator) found huge under-reporting of non-performing assets (NPAs) in the three (i.e. 2015–16, 2016–17 and 2018–19) out of its four annual regulatory inspections, casting doubt in the way Yes bank functioned. Risk and aggression seemed to be the two most important aspects of Yes bank’s culture and this case tried to narrate the same through various financial indicators. The ratio comparison with the industry average indicated the possible gray areas of Yes bank, which was once considered as the most promising bank of India. Unfortunately, even the change of guard at the helm of Yes bank did not change the fate of the bank.

MBA/PGDBA/Executive MBA.

Teaching Notes are available for educators only.

CSS 1: Accounting and Finance.

Mobile marketing.

MBA, marketing level consultants.

This is the first documented study on the development of a mobile marketing eco-system in Pakistan. The focus of the case is Telenor Pakistan - the first local operator to implement a comprehensive mobile marketing strategy via opt-in based consumer profiling. By positioning itself as a “media company” in the mobile marketing value chain, Telenor Pakistan aims to both enable and drive the mobile marketing eco-system at a time when operators are suffering from a decline in average revenue per user and are endeavouring to put into place strategies that will open up revenue streams based on services other than voice.

To develop a comprehensive understanding of the drivers and restrainers that affect the mobile marketing eco-system in emerging markets; and to examine to what extent operator-driven mobile marketing can create synergies within the mobile marketing value chain.

Teaching notes.

After studying this case, students should be able to: understand the process of opportunity identification for forming social enterprises (knowledge), discuss various concepts related to social entrepreneurship and not-for-profit firms (comprehension), apply tools to differentiate between social and commercial enterprises (application), analyze the role of environmental factors like culture in influencing business (analysis) and develop decision-making skills by critically evaluating the options (evaluation).

Sasta Bhojan Sewa (SBS) was one of the key projects of Parupkar Sewa Society. The social venture initiated by Jaswinder Singh, a young resident of Ambala (a small town in Haryana, India), got registered as a not-for-profit society in the year 2018. Mr. Singh initiated various social welfare projects since the year 2006 when he got inspired from the history of Sikh Gurus. As years passed, he was able to employ more and more people. This led to the development of a social venture, which had 33 employees at the end of the year 2019. The society was running seven major projects with the help of dasvandh (donations). Project SBS was about providing home-like hygienic meals to people at merely INR10. There were 11 canteens in Ambala city and cantonment, which were being run under that project. Around 1,500 people were eating daily in those canteens, out of which around 70–80 people were not able to pay even INR10. The project had employed 30 people. The salaries of the staff and other operating expenses like liquid petroleum gas (LPG) expense, transportation cost and electricity were met through dasvandh (donations) from the local households. When the project was initiated, the cost of preparing a meal was INR10, but by the end of 2019, the cost went up to INR12 per meal due to food inflation. The meal was still being sold at INR10 at a loss of INR2 per meal. On December 28, 2019, as founder of the society, Mr. Singh was thinking of raising the selling price to INR12 per meal, which had to be implemented on January 01, 2020 but he was doubtful in doing so. He thought increasing the price might defeat the purpose of starting SBS as he was reflecting on how poor people were and how each rupee mattered to them. He was also considering that it might affect the goodwill of the society that was known for selling food at an extremely low price. By using the example of SBS, we explain various concepts of not-for-profit social enterprises like opportunity identification, key drivers, business model canvas and environmental effects in this teaching note. The teaching note also provides cost–benefit analysis of the available options to facilitate effective decision-making.

Undergraduate and graduate-level business programs.

Teaching notes are available for educators only.

CSS 3: Entrepreneurship.