Case 1 – Retail Franchise Decision
hekhar,anMBAgraduatefromSingapore,returnedtohishometownofNagpur,which
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has a population of 2 million and one of the highest literacy rates in India. He loved
gourmet coffee. While reading a business magazine, he noticed an advertisement from
“BeanBlissCafé”seekingfranchisepartnersinuntappedcities.Thefranchiserequireda
1,500 sq. ft. space, a ₹40 lakh investment,andofferedaprofit-sharingratioof35%for
the franchisee.
agpur already had a few local cafés, but none specialized in international blends and
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sustainable sourcing. Shekhar had enough capital, but he was concerned about
competition,highcoffeebeanimportcosts,andwhetherthecity'sconsumerswouldpay
premium prices.
1. W
hich factor should Shekhar prioritize before investing?
(a) Competitor pricing strategies
(b) Cost of importing coffee beans
(c) Local consumer demand for premium coffee
(d) Size of café seating area
2. I f Shekhar’s primary goal is long-termsustainability,whichstrategywouldwork
best?
(a) Aggressive discount campaigns
(b) Introducing local flavors with global blends
(c) Minimal marketing to save costs
(d) Relying on walk-in customers only
3. W
hich risk is most significant in this scenario?
(a) Seasonal fluctuations in coffee demand
(b) Rising cost of electricity
(c) Lack of trained baristas
(d) Import duty on coffee beans
4. I f Shekhar decides to invest, what would be a good first step?
(a) Sign the franchise agreement immediately
(b) Conduct a detailed market survey
(c) Hire staff before setting up
(d) Announce grand opening date
5. I f premium coffee adoption is slow, which plan ensures survival?
(a) Close the outlet within 6 months
(b) Switch to cheaper beans
(c) Diversify menu to include snacks and bakery items
(d) Reduce quality to cut costs
Case 2 – E-Learning Platform Expansion
riya runs a successful e-learning startup in Bengaluruofferingcoursesforcompetitive
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exams. She was approached by “EduWorld,” a large educational platform, proposing a
merger. The offer includes a fixed salary for Priya as CEO, equity in EduWorld, and
access to theirmassivestudentbase.However,Priyafearslosingcontroloverherbrand
and vision.
6. W
hich is Priya’s primary concern in this scenario?
(a) Equity value
(b) Loss of decision-making autonomy
(c) Number of courses offered
(d) Location of EduWorld’s headquarters
7. W
hat should Priya do before making a decision?
(a) Accept immediately to expand quickly
(b) Consult a legal and financial advisor
(c) Announce merger to the public
(d) Increase course prices before merger
8. W
hich benefit is most significant in accepting the merger?
(a) Access to a wider student base
(b) Better office interiors
(c) More employees in the company
(d) A change of company name
9. I f Priya wants to keep her brand independent, what could be a middle path?
(a) Reject outright
(b) Propose a strategic partnership instead of a merger
(c) Give EduWorld majority control
(d) Focus only on niche courses
10.Which long-term risk should Priya be most careful about?
(a) Decline in EduWorld’s reputation affecting her brand
(b) Competitors copying her courses
(c) Staff resignations
(d) Office rent increases
Case 3 – Sustainable Fashion Startup
rjun, a youngentrepreneur,startedaclothinglineusingrecycledmaterials.Saleswere
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modest, but the brand gained positive publicity for its eco-friendly mission. A foreign
investoroffered₹1croreinexchangefor60%ownership,aimingtoscaleproductionand
enterforeignmarkets.However,Arjunfearedlosingthe“ethical”tagifmassproduction
compromised quality.
11.What is Arjun’s core dilemma?
(a) Choosing between profit and brand values
(b) Expanding to a bigger office
(c) Hiring a foreign CEO
(d) Reducing raw material costs
12.If Arjun wants to retain brand control, what is the safest option?
(a) Reject investment
(b) Accept investment with terms limiting investor control over operations
(c) Give full control to the investor
(d) Change to cheaper fabrics
13.Which factor would most influence the decision to accept investment?
(a) Investor’s understanding of sustainable fashion
(b) Size of new office space
( c) Number of current employees
(d) Social media presence
14.What is the biggest operational risk in scaling up?
(a) Losing eco-friendly quality standards
(b) High advertising costs
(c) Warehouse rent
(d) Hiring foreign designers
15.Which strategy helps balance growth and values?
(a) Set strict quality control policies
(b) Mass-produce without checks
(c) Stop foreign expansion plans
(d) Reduce staff salaries
Case 4 – Rural Healthcare Project
r. Meena runs a mobile healthcare service inruralRajasthan,providingfreecheckups
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and medicines. A corporate CSR wing offered ₹50 lakh funding but wanted branding
rights and the ability to influence operations. The funding could expand her reach but
might also shift focus from patient care to corporate publicity.
16.What is the biggest ethical challenge here?
(a) Balancing patient care with sponsor’s demands
(b) Hiring more doctors
(c) Increasing ambulance fleet size
(d) Managing medical inventory
17.If Dr. Meena accepts funding, what safeguard should she insist on?
(a) Written agreement preserving operational independence
(b) Immediate rebranding under sponsor’s name
(c) Full control by the sponsor
(d) Limiting services to sponsor’s preferred areas only
18.Which is the biggest potential benefit of accepting funding?
(a) Increased reach to underserved patients
(b) More corporate advertisements in villages
(c) New logo design
(d) Hiring marketing staff
19.If corporate influence starts affecting patient care, what should Dr. Meena do?
(a) End the funding partnership
(b) Compromise patient care for funding
(c) Focus only on corporate PR
(d) Shift to urban healthcare entirely
20.What would be a balanced approach?
(a) Accept funding with strict ethical clauses
(b) Reject all external funding
(c) Allow sponsor full branding rights
(d) Expand only with personal savings
Case 5 – Electric Vehicle (EV) Showroom
aghav,amechanicalengineer,plannedtoopenanelectricvehicleshowroominPune.A
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well-knownEVmanufacturerofferedhimanexclusivedealership.Theinitialinvestment
requiredwas₹55lakhs,withanannualsalestarget.PunehadarisinginterestinEVs,but
charging infrastructure was still limited. Raghavalsoheardrumorsofanewcompetitor
entering the market with cheaper models.
21.Which factor is most critical to assess before investing?
(a) Number of EV mechanics in Pune
(b) Availability of charging stations
(c) Color options for vehicles
(d) Interior design of showroom
22.If Raghav wants to ensure steady sales, what should he focus on?
(a) Test-drive campaigns and charging facility partnerships
(b) Free coffee for customers
( c) Hiring celebrity brand ambassadors only
(d) Displaying only premium models
23.Which is the most significant risk?
(a) Arrival of cheaper competitor models
(b) Lack of showroom parking space
(c) Limited billboard space in city
(d) Shortage of sales staff
24.If Raghav accepts the dealership, what should be his first operational step?
(a) Build a charging station at the showroom
(b) Order all vehicle colors in bulk
(c) Keep showroom closed until competitors launch
(d) Focus entirely on online sales
25.What’s a smart long-term strategy?
(a) Tie up with local charging station providers
(b) Only sell during festive seasons
(c) Avoid selling low-margin models
(d) Wait for competitors to exit the market
Case 6 – Organic Farming Co-operative
unita, a farmer in Uttarakhand, proposed forming a cooperativeof50localfarmersto
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grow and sell organicvegetablesdirectlytourbanconsumers.AnNGOofferedfunding
forcertificationandmarketingbutinsistedonsettingfixedpricesforallproduce.While
this could guarantee buyers, farmers feared low profit margins.
26.What is the main conflict?
(a) Guaranteeing buyers vs. maximizing profits
(b) Deciding which crops to grow
(c) Number of farmers in the cooperative
(d) Designing the logo
27.If Sunita’s goal is farmer empowerment, what’s the best choice?
(a) Negotiate flexible pricing with the NGO
(b) Accept fixed pricing without changes
(c) Reject NGO support entirely
(d) Grow only high-margin crops secretly
28.Which factor should weigh most in the decision?
(a) Price stability in urban markets
(b) Number of urban delivery vans
(c) Color of vegetable crates
(d) Number of co-op board meetings
29.Which operational risk is highest?
(a) NGO controlling market pricing
(b) Delay in crop harvesting
(c) Storage of crates
(d) Farmers arguing over logo
30.What strategy could balance stability and profit?
(a) Hybrid model — fixed prices for some crops, open market for others
(b) Selling only to the NGO
(c) Avoiding certification
(d) Focusing on one type of crop
Case 7 – Rural Broadband Project
tech company offered Arif, a local entrepreneur in Bihar, ₹20 lakhfundingtosetup
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internet services in remote villages. The condition: Arif must use the company’s
equipment,whichisslightlycostlierbutmorereliable.Villagersareeagerforinternetbut
worried about high subscription fees.
31.What is Arif’s main challenge?
(a) Balancing affordability with quality service
(b) Designing website for villagers
(c) Deciding color of Wi-Fi routers
(d) Selecting office location
32.Which is the biggest long-term benefit of choosing costlier but reliable
equipment?
(a) Lower maintenance issues
(b) More colorful devices
(c) Immediate profits in first month
(d) Bigger company logo
33.Which risk could cause project failure?
(a) Villagers unable to pay subscription fees
(b) Seasonal changes in weather
(c) Delay in equipment delivery
(d) Lack of marketing
34.What would be the most community-friendly approach?
(a) Tiered pricing plans for different income levels
(b) Same high price for all
(c) Free service with no sustainability plan
(d) Restricting access to few users only
35.If Arif accepts the deal, what is the first step?
(a) Conduct affordability survey among villagers
(b) Sign agreement immediately
(c) Hire staff before deciding pricing
(d) Buy all equipment without research
Case 8 – Local Tourism Development
he municipal council of a hill town invited Neha, a travel entrepreneur, to design a
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3-day cultural festival to boost tourism. The council promised ₹15 lakh funding but
required that at least 70% of the stalls be given to local artisans. Neha worried about
balancing local promotion with attracting big-name vendors that draw crowds.
36.What is the core issue?
(a) Balancing local artisan inclusion with event attractiveness
(b) Deciding festival dates
(c) Choosing music genres
(d) Determining festival ticket color
37.Which approach would satisfy both goals?
(a) Allocate 70% stalls to locals, but feature big vendors in headline events
(b) Only invite local artisans
(c) Only invite big vendors
(d) Ignore council’s condition
38.Which factor most affects festival success?
(a) Quality of performances and stalls
(b) Color of stage lights
(c) Type of festival passes
(d) Size of parking lot
39.Which risk is most relevant?
(a) Poor marketing leading to low tourist turnout
(b) Rain during the event
(c) Ticket counter queues
(d) Shortage of banners
40.If Neha wants long-term tourism growth, what should she focus on?
( a) Building the festival as an annual tradition
(b) Changing location every year randomly
(c) Hosting one-time mega event only
(d) Reducing local participation next year
