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This case study provides students/managers an opportunity to learn about:▪ Learning objective 1: Critically analyse reasons for the disgruntlement of delivery partners of Zomato.▪ Learning objective 2: Evaluate Zomato’s moral obligations to gig workers in the absence of government regulations.▪ Learning objective 3: Analyse the drivers of well-being affecting e-commerce delivery partners.▪ Learning objective 4: Evaluate the welfare schemes undertaken by Zomato for its delivery partners and infer well-being measures that can be adopted to improve worker engagement.

The focus of this case was the crisis at Zomato as a result of the protests by gig workers engaged as delivery partners at the company. This case discussed the CEO’s dilemma in resolving the crisis. Zomato's business model was discussed to provide students an overview of the dynamics and challenges of online food delivery business; the company’s initiatives to enhance the robustness of its business model and the resulting media backlash questioning some of these initiatives that could endanger the lives of its delivery partners. In addition, this case explored the lack of regulatory provisions for gig workers in India. Finally, the options available to the protagonist to mitigate the crisis were discussed. The focal point was the well-being initiatives that the protagonist could consider implementing to address the concerns voiced by the delivery partners and encourage them to engage in Zomato's business with positivity.

The case is best suited for postgraduate and executive students studying Human Resources subjects in Commerce and Business Management streams.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

The learning outcomes of this case study are to understand the business-to-business (B2B) consumer outlook on mental health care in emerging markets; analyse the challenges faced in creating a need for mental health care in Indian workplaces; explore the business attractiveness of the B2B model and understand the business potential of the B2B segment at heyy,; and contemplate different innovative strategies that could change consumer mindset on mental health care in emerging markets.

Ankit, the founder and CEO of heyy, was facing a conundrum. “heyy,” was built on normalizing mental well-being at workplaces. His mental health-care app heyy, had crossed 50,000 subscribers within a few months of launch. The mobile app was designed to spread mental health awareness and provide various levels of mental well-being interventions. Business-to-consumer and B2B customer segmentation had been targeted by this start-up. The B2B space consisted of employees working with partner organizations. The adoption rates of employees using the features of heyy, declined after the initial app download. The employees had yet to fully become acclimatized to the features of heyy,. Exploring the business potential and investigating the business attractiveness of the B2B segment were the focus of the present study. Ankit contemplated various strategies he could adopt to increase user adoption of “heyy,” services by employees in his partner organizations. The case study strives to address the question – “What are the risks faced by organizations when entering the mental health-care industry in emerging markets like India, where mental health care is still not openly discussed?”

This case study is designed to be taught as part of the “entrepreneurship development” and “strategic management” courses for undergraduates, postgraduates and students of executive programmes in management. Students need to be aware of basic strategic management concepts such as BCG matrix, SWOT analysis and business canvas before working on this case study, so they could dissect the case from multiple perspectives to get a comprehensive outlook on the case.

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CSS 11: Strategy.

Learning outcomes can only be achieved through using case-based pedagogy. Instructors must encourage students to dive deeply into the case dilemma, so they are able to engage with the case objectives and questions, applying the appropriate theory. By doing so, students can provide solutions based on five core objectives. These are the objectives that students should learn after completing the case discussion: ■ Critique the marketing activities for implications of global branding. ■ Understand the turnaround strategies in the context of the digital economy and COVID-19 crisis to build a global brand and drive B2C customers from awareness and advocacy. ■ Suggest a map of traditional and digital marketing strategies to enhance the company’s efficiency and effectiveness. ■ Discuss the three main sources of influence marketers can implement to drive customers from awareness to advocacy across the customers’ path. ■ Discuss the application of the UN 17 SDGs practices in today’s fashion industry.

In 2018, Ali El Nawawi and Mai Kassem decided to start up the Scarabaeus Sacer brand to take their passion for social and human development and create ethical fashion streetwear. Scarabaeus Sacer was an Egyptian brand that sold 100% organic Egyptian cotton fashionable streetwear, and the core mission of the fledgling company was “promoting Egyptian organic cotton textiles with a premium quality globally” (Al Nawawi, 2021). While Scarabaeus was mainly guided by the well-being, sustainability, and mental health goals of the UN Sustainable Development Goals (SDGs) numbers 3, 8, 11 and 12 (good health and well-being; decent work and economic growth; sustainable cities and communities; and responsible consumption and production), their position as an advocacy brand was only beginning to be understood by their customers in Egypt. With the rapid increase of e-commerce during the COVID-19 crisis and their previous international experience, the co-founders wanted to achieve their mission of building a global brand that promotes Egyptian organic cotton and sustainability while offering unique designs of fashionable streetwear. To achieve this mission, the co-founders El Nawawi and Kassem faced major decisions related to marketing strategies at the beginning of 2020. These included how to build global brand awareness and brand advocacy for well-being, sustainability and mental health with a special focus on penetrating new markets (namely, Europe and the USA) to stock their products on e-commerce platforms and advocating their cause and increase their sales.

This case is suitable for graduate-level marketing courses in which it allows students to engage with classical marketing strategies, digital marketing, global branding, communication, media and sales within a management framework.

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CSS 3: Entrepreneurship.

Human resources management, international human resources management.

The case is suitable for undergraduate or graduate/training programmes specialised in international dimensions of HRM.

The study aims to evaluate the experiences of hotel employees at the Mandarin Oriental Bangkok's new employee centre. This centre, called the “O-Zone”, is an example of the hotel's commitment to the well-being of its staff. On a larger scale, it is an illustration of a method to maintain employee motivation and commitment in the luxury hotel industry. The case is particularly useful to investigate as the hotel has created a unique approach to employee well-being in a large urban setting where employees experience a stressful living environment, including long commutes. This is supported by studies in the literature which reveal that burnout and stress are important factors to consider for hotel employees.

The case study allows students to discover the following key learning points: an example of a well-being initiative for employees of a luxury hotel in the Thai context; an investigation of the need for employers in luxury hotels in Thailand to attract and retain talent; and an understanding of the use of incentives at work for employee motivation in the Thai luxury hotel industry.

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This case aims to study the growth, evolution, and social innovation of iThrive Games, a socially minded initiative that aims to create meaningful opportunities using technology for teens to enhance the knowledge, mindsets, and skills they need to thrive through development and across the continuum of mental disorder to wellness. iThrive's focus has been on creating “meaningful games”—that is, games that promote health and well-being of teen players. Founded in 2014 by Dorothy Batten, President of DN Batten Foundation, the organization's mission was to collaborate with game developers, partner with teens across the game development cycle (ideation to testing), and provide resources to foster teen thriving through gameplay. To do so, the organization took a unique social entrepreneurial approach. Drawing on a positive psychology framework and building the brand among key stakeholders including game developers, researchers, funders, youth, educators, and parents, the organization orchestrated a community dedicated to advancing the meaningful games field, and in doing so, have widespread impact.

The learning outcomes of this study are to assess the shared value model and elaborate on new multi-stakeholder approaches to business, where the stakeholders include the founders, investors, partners, employees, clients and the surrounding community; to consider the synergies between community development, environmental stewardship, sustainable business practices and the long-term health of organisations and communities, considering these as the new fundamentals of business; to examine the interconnectedness of vision, strategy, purpose and leadership in creating and evolving the shared value model; to explore the relationship between shared value practices and collective well-being, and a specific reference to nurturing transformative experiences through nature, personal development and community upliftment is made; and to assess Grootbos’ ability to translate their purpose and value proposition into a strategy and sustainable vision with a possibility of Grootbos achieving global impact through its evolving model, beyond the founder.

This case study explores the evolution of Grootbos Private Nature Reserve and Foundation, a luxury hospitality lodge and award-winning ecotourism destination, from humble beginnings in the Western Cape of South Africa to a global example of conservation, community, commerce sustainability and transformative experiences. The establishing of Grootbos and its growth and widespread recognition can be attributed to the vision and inspirational leadership of its founder, Michael Lutzeyer. Although much success has been achieved in conservation, community upliftment and individual development of community members within their region, Lutzeyer’s and ultimately, Grootbos’ vision extended well beyond South Africa and aspired to elevate their floral kingdom and model of development and conservation to a global platform of awareness. Although a shared value vision and strategy had transformed the business, placing Grootbos as a leader in transforming their industry and sparking an evolution in the shared value model itself through the interjection of transformative experiences, the larger question remained: How can Grootbos extend the impact, towards people and planetary well-being, beyond the scope of their individual place-based business and their industry? And in terms of the dilemma Lutzeyer and the management team at Grootbos faced: How will this vision and global ambition continue through succession, beyond Luzeyer’s personal drive at the helm?

Experienced leaders within a graduate degree program, executive Master of Business Administration (MBA) or executive education in the areas of leadership development, strategy, shared value and international business.

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CSS4: Environmental management.

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

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CSS 6: Human resource management.

This case uses the concept of social entrepreneurship to analyze the entrepreneurial journey of Mr Suraj Prakash and his social enterprise, the Swasth Foundation. It further deepens our understanding of strategic decision-making by exploring the successful use of pivots.

The case was primarily developed through a series of interviews with the leadership team over a year. Secondary sources included literature about Swasth Foundation available on the internet and those shared by the founder.

In 2008, Suraj Prakash left McKinsey & Company after six and half years in the health and development sector as an engagement manager. Along with his friends, Aman Paul and Ankur Sharma, he established Swasth with the goal of building an ecosystem that delivered high-quality, affordable and accountable health services to low-income communities in India. Right from its inception, Swasth went through many fundamental shifts in terms of its business model, team composition and even the nature of its existence; however, this did not deter Suraj from pursuing his goal.

The case brings into focus the health-care system of India, especially in the context of the urban poor and the challenges they are facing, followed by the initiatives taken by Swasth Foundation and the impact it is trying to create. The remainder of the case delves into Suraj’s entrepreneurial journey and the three pivotal decisions that changed the course of his organization over 11 years. It will also provide a transpicuous view of the entrepreneurial decision-making process through the lens of pivoting. As Suraj and his team are trying to bring about the required changes through the third pivot, there remain some challenges that need to be addressed for a successful implementation.

The case is written for business management students and can be used in general management, entrepreneurship and strategy classes. The case can be used for discussions on leadership, social entrepreneurship and strategic decision-making. It is suited for both undergraduate and postgraduate levels.

This case study aims to yield the following learning outcomes: understand the key performance indicators of successful human resource management (HRM) in the hospitality and tourism sector, especially during pandemics; identify the various concepts and strategies of HRM and recruitment over a short period; conceptualize the types of HRM practices such as safety and health, recruitment and promotion and rewards when facing pandemic conditions as well as the handling of hotel staff in strained times; evaluate the crisis management solutions used by human resources to lower the employee turnover rate; and develop a crisis management plan from a human resource standpoint in a pandemic situation.

A five-star hotel in Abu Dhabi, United Arab Emirates (UAE), Bab Al Qasr Hotel & Residence (BAQHotel) opened in October 2016. In April 2020, the hotel began accepting patients with COVID-19 in conjunction with the Abu Dhabi’s Healthcare Company (SEHA), as a support to the UAE Government, through Department of Culture and Tourism Abu Dhabi (DCTAD), to meet the local needs and sustain business during these unforeseen circumstances, which heavily impacted the whole World. Samer Majari, the Human Resource Director of BAQ hotel was responsible for recruiting and supervising delegates, while ensuring the comfort of hotel staff, arranging for their transportation, catering, safety and well-being. To combat the high staff turnover, including COVID-19-positive staff, Majari reviewed the existing staff model; divided the staff into two groups for providing services to both sides of the hotel; arranged for separate accommodations, food and transportation; and retained the existing resources and recruited new workers. This study aims to provide management solutions that concern hiring of staff from the existing UAE market and highlights ways of creating a lower staff turnover rate through incentives and compensations, while also managing staff by motivating them and also safeguarding them against COVID-19.

This case study intends to provide a context for creative solutions to human resource challenges facing organizations during a pandemic. It also involves swift responses to crises faced by HR managers and the immediate solutions required. Therefore, this case study can be used in undergraduate level courses for students pursuing a bachelor’s or a master’s degree in HRM, hospitality management, crisis management or international business studies. Moreover, this case study can be used for corporate training and to help hospitality industry staff, mid-level human resource managers and organizational development practitioners to better understand crisis management in their hotels.

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CSS 6: Human Resource Management

It is expected that students enhance their awareness of businesses’ role in human rights protection as a key factor in their corporate social responsibility (CSR) engagement and core objective achievement, as well as understand the effects of gender-based violence on organizational performance and identify and develop policies for a socially responsible strategic plan for effective communication with current and potential stakeholders.

The case of AFF Consulting Group in Mexico illustrates the challenges that firms face when doing business in an environment riddled with inequality and gender-based violence. The firm is challenged with developing a socially responsible strategic plan to ensure effective communication with stakeholders. The case has been developed as a narrative to demonstrate the intricacies of internal dynamics and discussions, which lead to strategic planning and decision-making.

The case study illustrates the challenges of business dynamics in an emerging market. It is applicable, especially, for undergraduate and graduate students in management studies related to CSR, ethics, human resources, collaborator management and human rights.

Teaching notes are available for educators only.

CSS 11: Strategy.