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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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• 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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Top 20 MBA Case Studies with Detailed Findings 

• What is an MBA? 
• What is an MBA Case Study? 
• Importance of Case Studies in MBA 
• Case Study: A Step-by-Step Approach 
• Top 20 MBA Case Studies with Detailed Findings: 
• Top Case Study Areas 
• Top MBA Case Study Interview Questions in 2024 
• How to Solve MBA Case Studies? 
• Conclusion 

Discover the wide world of case studies for MBAs! In these fictitious business scenarios, you assume the position of a consultant, gathering data, creating solutions, and offering advice. By bridging the theoretical and practice gap, they aid in the development of your analytical, critical thinking, and communication abilities. Case studies equip you for everything from group discussions to public speaking, which helps you develop into a well-rounded corporate leader. 

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What is an MBA?  

The abbreviation for MBA is Master of Business Administration. This postgraduate study will equip you with the knowledge and skills needed to be successful in leadership and management roles across a range of business sectors. 

Amrita AHEAD, Amrita Vishwa Vidyapeetham  offers MBA with a wide variety of specializations such as: 

• MBA Finance :  Amrita AHEAD provides you with various other electives in Finance such as Master of Business Administration with Electives in International Finance and Accounting. 
• MBA Marketing :  An MBA in Marketing is a specialized graduate program that aims to provide you with the necessary expertise and understanding to thrive in the ever-changing marketing industry of today. 
• MBA in Human Resource Management (HRM) :  Obtaining an MBA in Human Resource Management (HRM) will provide you with the skills and knowledge necessary to become a valuable strategic collaborator in company.  
• MBA in Artificial Intelligence :  An MBA in Artificial Intelligence (AI) gives you the business and technological skills to use AI for strategic decision-making.  
• MBA General Management :  General Management MBAs prepare you to lead a diverse business.  
• MBA in Operations:  Mastering operations in MBA prepares you to run a firm smoothly. To deliver products and services flawlessly, you’ll study efficient production, logistics, and data analysis.  

What is an MBA Case Study?  

An MBA case study is a simulated business challenge encountered in the course of an MBA education. The case study portrays a genuine scenario faced by a firm, including its difficulties, opportunities, and crucial decisions. Your work will entail analysing data, assessing different perspectives, and formulating a strategic action plan, much like that of a consultant. Case studies are valuable tools that bridge the gap between academic concepts and practical applications. They promote the growth of critical thinking, analytical skills, and decision-making abilities. Furthermore, these activities enhance your communication skills by fostering collaborative discussions and providing opportunities for public speaking engagements. This prepares you to excel as a diverse and skilled corporate leader. 

Importance of Case Studies in MBA  

Case studies provide a bridge between theoretical understanding and practical application in the real world. They offer a diverse array of benefits that go beyond conventional textbooks and lectures: 

• Improving Critical Thinking:  By examining complex situations, identifying key elements, and evaluating many options, you will strengthen your ability to participate in critical thinking and make well-supported decisions. 
• Enhancing Analytical Skills:  Case studies improve your ability to assess and interpret data, financial statements, and market trends. It is crucial to analyze this data while formulating your recommendations. 
• Enhancing the process of decision-making:  Analysing several viewpoints and potential risks in a case study offers a robust framework for making informed business decisions in real-world scenarios. 
• Improving Communication Skills:  Many case studies involve group discussions and presentations. This allows you to improve your skill in articulating your insight persuasively and collaborating effectively with your team – essential talents for every business executive. 

Case Study: A Step-by-Step Approach  

Here is a strategy methodology that allow you to thrive in case study analysis and become a master: 

• Specify the issue:  The first phase is accurately identifying the main obstacle that the organisation is facing.  
• Perform a comprehensive analysis of the situation:  Analyse the case data meticulously, encompassing financials, market trends, and competitive analysis, to obtain a comprehensive understanding of the context. 
• Identify the primary issues or areas of concern:  Avoid conducting a cursory analysis of the topic. Examine the primary reasons and underlying elements that are contributing to the current scenario. 
• Generate Potential Solutions:  Generate a range of potential solutions, including their feasibility, cost implications, and long-term impacts. Embrace unorthodox thinking! 
• Evaluate other options:  Analyse the benefits and drawbacks of each alternative that you have developed during the brainstorming process. Analyse the potential risks and advantages associated with each alternative. 
• Offer a recommendation:  Based on your research, propose a well-substantiated option that you consider to be the most efficient course of action. 
• Develop an Action Plan:  Please outline a comprehensive strategy outlining the necessary steps to implement the solution you have proposed.  

Top 20 MBA Case Studies with Detailed Findings:  

To give you a taste of the fascinating world of case studies, here are a few examples that explore diverse business challenges: 

• The Mumbai Dabbawala Story (Supply Chain & Efficiency):   Findings:  The Dabbawalas’ success highlights the power of a well-organized system, even with minimal technology. They demonstrate lean operations, cost-effectiveness, and the importance of clear communication and collaboration in a complex logistical network. 
• Cola Wars (Marketing Strategy & Competition):   Findings:  The case explores the ongoing battle between Coca-Cola and PepsiCo, showcasing the importance of effective marketing strategies, brand positioning, and constant innovation to maintain market share. It emphasizes the need for understanding consumer preferences and adapting to changing market trends. 
• Patanjali’s Ayurvedic Gamble (Brand Strategy & Market Disruption):   Findings:  Patanjali’s rise highlights the growing consumer demand for natural and healthy products. Their targeted brand strategy and clever marketing tactics demonstrate how a new player can disrupt a market by catering to a specific segment with a unique value proposition. 
• Reliance Jio’s Disruptive Growth (Market Entry & Pricing Strategies):   Findings:  Reliance Jio’s case showcases the power of disruptive innovation and unconventional pricing models. They revolutionized the Indian telecom industry by offering low-cost data plans, demonstrating the effectiveness of aggressive marketing and a focus on affordability to gain a foothold in a competitive market. 
• Apple’s Innovation Machine (Product Development & Brand Building):   Findings:  Apple’s success lies in their commitment to design thinking, user-centric product development, and building a strong brand image associated with premium quality and innovation. The case emphasizes the importance of fostering a culture of creativity and prioritizing user experience. 
• OpenAI’s Quest for Safe AGI (Technology Ethics & Responsible AI):   Findings:  This case explores the ethical considerations of developing Artificial General Intelligence (AGI). It highlights the need for responsible AI development, considering potential risks and benefits, and navigating the complex ethical and philosophical implications of advanced AI. 
• Netflix’s Global Expansion (Globalization & Content Localization):   Findings:  Netflix’s case underlines the challenges and opportunities of globalizing a streaming service. It emphasizes the importance of content localization to cater to diverse cultural preferences and the need for a nuanced understanding of different markets to achieve successful global expansion. 
• Tesla’s Disruption of the Auto Industry (Innovation & Sustainability):   Findings:  Tesla’s story demonstrates the power of disruptive innovation and the growing consumer interest in sustainable transportation. They challenged the traditional auto industry with electric vehicles and a focus on environmental responsibility, proving that innovation can drive market change. 
• Amazon’s Disruption of Retail (E-commerce & Customer Experience):   Findings:  Amazon’s case highlights the transformative power of e-commerce and the importance of prioritizing customer convenience. Their relentless focus on user experience and efficient logistics demonstrates how digital transformation can revolutionize an industry. 
• GE’s Downfall: A Case of Lost Direction (Leadership & Strategic Decision Making):   Findings:  GE’s decline serves as a cautionary tale about the importance of strong leadership and strategic decision making. The case emphasizes the need for clear vision, adaptability to changing market conditions, and avoiding diversification that dilutes core competencies. 
• Southwest Airlines’ Low-Cost Model (Cost Optimization & Market Niche):   Findings:  Southwest Airlines’ success highlights the effectiveness of a low-cost carrier model with a focus on cost optimization and efficiency. They carved out a niche market for budget-conscious travelers by offering a friendly and efficient travel experience at a competitive price point.  
• Warby Parker’s Direct-to-Consumer Revolution (Direct Sales & Online Marketing):   Findings:  Warby Parker’s case demonstrates the growing popularity of direct-to-consumer models and the power of online marketing. They disrupted the eyewear industry by bypassing traditional retail channels and offering stylish and affordable glasses directly to consumers through effective online marketing strategies. 
• Lego’s Brick-and-Click Strategy (Innovation & Adaptability):   Findings:  Lego’s case highlights the importance of balancing tradition with innovation. They successfully navigated the digital age by integrating traditional toy manufacturing with digital games and experiences, demonstrating the need for adaptability to keep pace with changing consumer behavior. 
• Zara’s Fast Fashion Formula (Supply Chain Management & Trend Response):   Findings:  Zara’s success lies in their efficient supply chain management and rapid response to fashion trends. Their just-in-time manufacturing allows them to quickly adapt to consumer preferences and keep their clothing lines fresh and relevant.  
• Disneyland’s Pricing Strategy (Revenue Management & Customer Flow):   Findings:  Disneyland’s case explores the complexities of pricing strategies in a theme park setting. They utilize yield management techniques to optimize revenue based on demand and customer flow, demonstrating the importance of balancing ticket prices with managing park capacity to ensure a positive visitor experience.  
• Airbnb’s Sharing Economy Disruption (Market Disruption & Platform Development):   Findings:  Airbnb’s story highlights the rise of the sharing economy and the power of disruptive platforms. They revolutionized the hospitality industry by creating a peer-to-peer accommodation marketplace, proving that innovative platforms can create new opportunities for both consumers and providers. 
• The Hershey Company’s Turnaround Strategy (Market Revitalization & Product Innovation):   Findings:  The Hershey Company’s case demonstrates the importance of turnaround strategies when facing market challenges. They revitalized their brand by focusing on product innovation, strategic marketing, and reconnecting with core consumers, proving that even established companies can adapt and recover. 
• The Body Shop’s Ethical Sourcing Dilemma (Corporate Social Responsibility & Brand Values):   Findings:  The Body Shop’s case explores the ethical considerations businesses face in sourcing materials and maintaining brand values. It highlights the growing importance of corporate social responsibility (CSR) and the challenges of balancing ethical sourcing practices with business needs. 
• Tesla’s Autopilot Safety Concerns (Technology Ethics & Responsible Innovation):   Findings:  Tesla’s Autopilot technology raises important questions about the ethics of self-driving cars and the need for responsible innovation. The case emphasizes the importance of prioritizing safety, conducting thorough testing, and ensuring transparency about the limitations of such technologies. 
• Starbucks’ Global Coffee Empire (Brand Building & Customer Loyalty):   Findings:  Starbucks’ case showcases the power of brand building and creating a unique customer experience. They built a global brand around coffee by offering a welcoming atmosphere, high-quality products, and personalized service. Their focus on creating a “third place” between home and work fostered customer loyalty and encouraged repeat visits. 

This strategy, combined with effective franchising models, allowed them to expand their reach internationally while maintaining a consistent brand image. The case highlights the importance of building customer relationships, emotional connection with the brand, and offering a differentiated experience in a competitive market. 

These 20 cases provide a diverse range of real-world business scenarios that challenge students to analyze problems, develop solutions, and apply their business knowledge in a practical setting. 

Top Case Study Areas  

• Implementation of Data Science and AI:  Emphasise case studies that demonstrate how companies are using data science and AI for activities such as consumer segmentation, targeted marketing, and product development. 
• Emerging Technologies:  Discussion of possible case studies involving emerging technologies such as blockchain, augmented reality/virtual reality, and the internet of things (IoT) to develop novel solutions or improve efficiency is welcome. 
• Sustainability and Social Impact:  Make note of upcoming case studies that investigate how businesses are utilising data and technology to tackle sustainability issues or make a good difference in society. 
• Crisis Management and Reputational Branding:  Quickly go over the potential for case studies that examine how companies handle public relations disasters by using data-driven tactics and productive communication. 

Top MBA Case Study Interview Questions in 2024  

• Questions that Focus on Data Analysis:  Inquiries of this nature are common. In what ways may data analytics improve a business’s marketing strategy and operational efficiency? 
• Digital Transformation:  Get ready to discuss how companies may thrive in the digital age and the concept of digital transformation. What are your thoughts on how a company may make its IT systems future-proof? 
• Exploring Untapped Markets:  Anticipate case studies that deal with the globalisation of companies. What are the most crucial considerations for a company planning to enter a new international market? 
• Sustainability and Social Impact:  The ability of MBA students to make a positive difference in the world is being increasingly valued by several schools. How do you believe a company can address sustainability concerns while still turning a profit? 

How to Solve MBA Case Studies?  

Mastering MBA case studies involves a three-pronged approach: preparation, structured analysis, and impactful communication. Beforehand, brush up on business fundamentals and practice with sample cases. During the case, utilize frameworks like DECIDE to define the problem, analyze data, brainstorm solutions, choose the best option with clear reasoning, and outline implementation. Finally, present your findings confidently, highlighting data-driven insights and strong communication skills to impress the admissions committee. 

• Define the Problem:  Identify the core issue the company faces. 
• Evaluate the Situation:  Analyze the case data, including financial statements, market research, and competitor analysis. 
• Consider Alternatives:  Brainstorm and evaluate different potential solutions, considering their feasibility, risks, and potential benefits. 
• Decide on a Solution:  Select the most compelling solution and justify your choice with sound reasoning and data. 
• Execute and Evaluate:  Briefly outline the implementation plan and potential metrics to measure the success of your solution. 

Conclusion  

Lastly, MBA case studies provide a helpful bridge connecting academic understanding with real-world business challenges. With scenario analysis, data-driven decision-making, and strong recommendation-making, you will develop the critical thinking, analytical skills, and leadership qualities required for success. Remember that it takes careful planning, structured study frameworks, and compelling communication to comprehend case studies and impress admissions committees.  

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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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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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How To Review MBA Case Studies Like An Executive

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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.

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How the HBS Case Method Works

How the Case Method Works

• Read and analyze the case. Each case is a 10-20 page document written from the viewpoint of a real person leading a real organization. In addition to background information on the situation, each case ends in a key decision to be made. Your job is to sift through the information, incomplete by design, and decide what you would do.
• Discuss the case. Each morning, you’ll bring your ideas to a small team of classmates from diverse professional backgrounds, your discussion group, to share your findings and listen to theirs. Together, you begin to see the case from different perspectives, better preparing you for class.
• Engage in class. Be prepared to change the way you think as you debate with classmates the best path forward for this organization. The highly engaged conversation is facilitated by the faculty member, but it’s driven by your classmates’ comments and experiences. HBS brings together amazingly talented people from diverse backgrounds and puts that experience front and center. Students do the majority of the talking (and lots of active listening), and your job is to better understand the decision at hand, what you would do in the case protagonist’s shoes, and why. You will not leave a class thinking about the case the same way you thought about it coming in! In addition to learning more about many businesses, in the case method you will develop communication, listening, analysis, and leadership skills. It is a truly dynamic and immersive learning environment.
• Reflect. The case method prepares you to be in leadership positions where you will face time-sensitive decisions with limited information. Reflecting on each class discussion will prepare you to face these situations in your future roles.

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

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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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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.  

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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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How to Become a Marketing Manager? Get all your questions answered about what does a marketing manager does and how to attain that position. Learn through examples and gain advantage over others.

Careers in Marketing After MBA and Without MBA A couple of key aspects in your career planning are where do you want to reach and what are the steps that you need to take. If you are someone who is figuring out what could be your career in marketing after MBA or even without MBA then this discussion will help you understand that there are more than one routes to your destination.

Highest Paying Jobs for MBA Graduates in India Most of us look up to an MBA degree as a transformation in our Careers. When asked about the reasons for pursuing this degree, we try to euphemistically say that we are looking to upskill ourselves. But then these skills and value that we gain over the two years helps us to land that dream job with the perks of a magnificent salary. So, today for this article, lets boldly accept the perks of a good salary as one of our primary motivation and talk about it in detail.

How to Answer MBA Admission Interview Questions on Marketing If you are an MBA aspirant who will be appearing for his interviews soon, this article is for you. My aim in this piece is not just to tell you about the MBA admission interview questions in Marketing that they will ask you. In fact, my aim is to help you market your dream of pursuing MBA in Marketing.

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What the Case Study Method Really Teaches

• Nitin Nohria

Seven meta-skills that stick even if the cases fade from memory.

It’s been 100 years since Harvard Business School began using the case study method. Beyond teaching specific subject matter, the case study method excels in instilling meta-skills in students. This article explains the importance of seven such skills: preparation, discernment, bias recognition, judgement, collaboration, curiosity, and self-confidence.

During my decade as dean of Harvard Business School, I spent hundreds of hours talking with our alumni. To enliven these conversations, I relied on a favorite question: “What was the most important thing you learned from your time in our MBA program?”

• Nitin Nohria is the George F. Baker Jr. and Distinguished Service University Professor. He served as the 10th dean of Harvard Business School, from 2010 to 2020.

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Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.

In 1921, Harvard Business School produced its first, single-page mimeographed case study for students (view here and bottom) , about the practical dilemmas faced by managers at the General Shoe Company. Intended to prompt class discussions, the case method has since been adopted by schools around the world as a core part of teaching.

Today, Harvard , Ivey Business School in Canada and The Case Centre are leaders among 50 producers and distributors of thousands of cases, of which millions of copies are sold annually. They are written by a growing number of institutions, in formats including video, describing challenges on an ever broader range of issues, geographies and protagonists.

Below is an abstract of one of Harvard’s most recent cases, on the African media company EbonyLife.

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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• Case Studies

Case Study Basics

What is a case study *.

A case study is a snapshot of an organization or an industry wrestling with a dilemma, written to serve a set of pedagogical objectives. Whether raw or cooked , what distinguishes a pedagogical case study from other writing is that it centers on one or more dilemmas. Rather than take in information passively, a case study invites readers to engage the material in the case to solve the problems presented. Whatever the case structure, the best classroom cases all have these attributes: (1)The case discusses issues that allow for a number of different courses of action – the issues discussed are not “no-brainers,” (2) the case makes the management issues as compelling as possible by providing rich background and detail, and (3) the case invites the creative use of analytical management tools.

Case studies are immensely useful as teaching tools and sources of research ideas. They build a reservoir of subject knowledge and help students develop analytical skills. For the faculty, cases provide unparalleled insights into the continually evolving world of management and may inspire further theoretical inquiry.

There are many case formats. A traditional case study presents a management issue or issues calling for resolution and action. It generally breaks off at a decision point with the manager weighing a number of different options. It puts the student in the decision-maker’s shoes and allows the student to understand the stakes involved. In other instances, a case study is more of a forensic exercise. The operations and history of a company or an industry will be presented without reference to a specific dilemma. The instructor will then ask students to comment on how the organization operates, to look for the key success factors, critical relationships, and underlying sources of value. A written case will pre-package appropriate material for students, while an online case may provide a wider variety of topics in a less linear manner.

Choosing Participants for a Case Study

Many organizations cooperate in case studies out of a desire to contribute to management education. They understand the need for management school professors and students to keep current with practice.

Organizations also cooperate in order to gain exposure in management school classrooms. The increased visibility and knowledge about an organization’s operations and culture can lead to subsidiary benefits such as improved recruiting.

Finally, organizations participate because reading a case about their operations and decision making written by a neutral observer can generate useful insights. A case study preserves a moment in time and chronicles an otherwise hidden history. Managers who visit the classroom to view the case discussion generally find the experience invigorating.

The Final Product

Cases are usually written as narratives that take the reader through the events leading to the decision point, including relevant information on the historical, competitive, legal, technical, and political environment facing the organization. A written case study generally runs from 5,000 to 10,000 words of text supplemented with numerous pages of data exhibits. An online raw case may have less original text, but will require students to extract information from multiple original documents, videos of company leaders discussing the challenges, photographs, and links to articles and websites.

The first time a case is taught represents something of a test run. As students react to the material, plan to revise the case to include additional information or to delete data that does not appear useful. If the organization’s managers attend the class, their responses to student comments and questions may suggest some case revisions as well.

The sponsoring professor will generally write a “teaching note” to give other instructors advice on how to structure classroom discussion and useful bits of analysis that can be included to explicate the issues highlighted in the case study.

Finally, one case may inspire another. Either during the case writing process or after a case is done, a second “B” case might be useful to write that outlines what the organization did or that outlines new challenges faced by the organization after the timeframe of the initial case study.

* Portions of this note are adapted from E. Raymond Corey, “Writing Cases and Teaching Notes,” Harvard Business School case 399-077, with updates to reflect Yale School of Management practices for traditional and raw cases.

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How to Answer Case Study Questions In MBA?

MBA or the Master of Business Administration is one of the most popular 2 years full-time post-graduation professional degree courses. There are some specializations in MBA like marketing, finance, Human Resource Management (HRM), systems management, operations management and many more.

Writing case study assignment on various MBA subjects and specialization forms a major part of the course. It is very much crucial for the students having marketing management as the man subject to specialty.

In any managerial course, there is a lot of pressure on the students for their semester exams. Thus, they get a very little time and energy to concentrate on their Case Study Assignment Papers . But they need to write those papers with a lot of research and studies. Under this challenging situation, they need to avail the best online case study report help service from any reliable and trustworthy provider.

A case study is a give business situation or problem-related to management given to the MBA student for solving. You need to solve this business issue by applying your managerial skills, knowledge and analytical skills. There is a definite rule to give the best answers to the case study questions in MBA. Some of these tips will be discussed in this blog.

How to Answer the Managerial Case Study Questions?

• Read the case study topic thoroughly: The case study topic will be given to you as per your subject of specialization. You need to go through the presented case study issue along with the questions submitted to you. The students need to undergo an in-depth study and research to answer the case study questions thoroughly. Thus, you need to read and understand it very well.
• Apply your subject knowledge and analytical skill: After reading the topic carefully, you need to analyze the problem with your managerial expertise and analytical skills. Here you can also give some practical examples from the present industry to justify your statements.
• Find out the central issue and define it: You need to read the assigned case study issues very well and determine the fundamental question from it. After pointing out the main problem, you need to study it in depth. This will help you to analyze the business issue accurately and find out the best solution.
• Define the goals: You always need to define the firm’s goals while answering the case study questions. The ultimate goal of the firm is the most important thing to you while writing the case study paper. While solving the given problem, you always need to keep in mind that your ultimate aim is to maximize future profits of the organization.
• Identify the firm’s constraint: A company might have some obstacles like a financial shortage, intense competitor, sagging economy and many more. You cannot solve the given issue if you do not have an idea on the firms’ constraints.
• Find all the possible alternatives: In any particular case study identify all the possible options for the solution. Then, choose the best one from them. You can pick which one is the best by analyzing and scrutinizing every alternative in many details. This will give you more options in finding the best solution of the given problem.
• Choose the best choice: From all the other options you have identified, choose the best one as per your knowledge. You always need to find the most effective as well permanent solution of the corporate issue given to you.
• Develop an ideal implementation plan: It is the very final stage of answering MBA case study question. Finding the best solution is not the last thing. You also need to write the best way to implement the given solution stated by you. The solution needs to be performed in such a way that the firm can get maximum profits from the process. This implementation process also requires serving for future long-run earnings for the company. Thus, you also need to keep in mind all these factors while suggesting the best implementation of the solution proposed by you.
• Always write 100% original content: Write the entire report with a hundred percent original content. Never copy from any sources. You can get an idea from various sources but never directly copy from anywhere. Your assessor will instantly reject your case study report if they ever find traces of any plagiarism or copy-pasted content anywhere in your case study assignment report. Also make your report free of any errors.

A few examples of common marketing Case Study Assignment Topics are based on individual analysis like SWOT, PESTEL, BCG, market segmentation, market survey, market positioning, creating brand loyalty, market pricing, international marketing, market targets, market strategies, etc. On availing the best online case study assignment Help service, you can get detailed guidance on all the points mentioned above.

An Ideal Case Study Answer Paper Needs To Contain the Following Elements:

• An executive summary: It is a briefly written statement less than 1 page in length and is placed in front page of your case study report. This part summarizes the main aims of your case study solution paper. Here you need to describe the significant issues, logic and proposed ways to solve the given case study issue.
• The Problem statement: Here you need to present the primary problem or central issue of the case. Take care not to repeat anything in this part.
• Alternatives: Here you need to discuss about all the relevant alternatives and state your arguments for or against each of these alternatives. You always need to ensure your assumption and effects of these proposed solutions.
• The Conclusion: Here you need to present the logic and analysis that lead you select this particular final solution. In this part, you also need to state the reading why you rejected the previous solutions.
• The Implementation: Here you need to outline the best action plan and implement it in the most effective way for ensuring company profits and advantages for the future.

If you follow the tips suggested above in the case study analysis assignment writing task, you can get the highest grades. An excellent case study assignment essays writing service inline ca also assist you in this regard.

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How Air-Conditioning Conquered America

Indoor cooling has transformed american life, reshaping homes, skylines and where people choose to live. as the planet warms, is that sustainable.

This transcript was created using speech recognition software. While it has been reviewed by human transcribers, it may contain errors. Please review the episode audio before quoting from this transcript and email [email protected] with any questions.

From “The New York Times,” I’m Michael Barbaro. This is “The Daily.”

[MUSIC PLAYING]

Today, the story of how air conditioning has become both our answer to a warming planet and a major obstacle to actually confronting it. My colleague, Emily Badger, on the increasingly dangerous paradox of trying to control the temperature.

It’s Friday, August 16.

Emily, I want to start with a very personal question for you. What is your relationship to air conditioning?

So, at this exact moment, I am sitting in no air conditioning and it is kind of uncomfortable. And I’ve turned it off because it’s loud and it’s not very conducive to recording a podcast.

[CHUCKLES]: I didn’t mean right now, I meant in the larger arc of your life. But thank you for turning it off for the purposes of this episode.

Yeah. So I grew up in Chicago in this brick three flat apartment building, this very classic Chicago architecture, you know, built in the early 1900s. And it didn’t have air conditioning, so I didn’t have air conditioning growing up. Hardly anybody I knew had air conditioning growing up because we all lived in buildings like this.

Not even window units, just didn’t happen.

Nope, we didn’t even have a window unit in my family. And it wasn’t that big of a deal, in retrospect. We had, in this apartment, these big open windows that you could open and you’d generate a cross breeze through them. And there’s this kind of lovely breeze that comes off of Lake Michigan in the summer. And when it gets really, really hot, you know, you take a cold shower at night before you get in bed. You eat a lot of ice cream.

I can’t even remember if we had air conditioning in the schools that I went to. But it just wasn’t something that I thought very much about or really even experienced very much.

Right. You didn’t miss it. You didn’t even know it could be.

Yeah, exactly.

And then, the first job that I got out of college, I moved to Orlando, and totally different environment. I mean, living in Florida is the story of moving from one air conditioned box into another. You’re in your air conditioned apartment. You get in your air conditioned car. You don’t walk anywhere. You drive everywhere you go. You drive to your air conditioned office. You go to air conditioned bars. And it’s a really, really integral to life there in a way that was very foreign to me as someone growing up in the North.

So you went from a dearth of air conditioning to suddenly being saturated by it. And was that a happy development?

You know, I don’t think that I really gave it that much thought. I mean, living in Orlando surrounded by air conditioning, it’s just sort of that’s the air that you breathe. That’s the way everyone lives. And I think this is probably true for lots of people. We don’t really give it a lot of thought. It’s just sort of a background part of our environment.

But as I have written for years now about urban policy in cities, and how we live, and how we develop cities, it’s sort of become increasingly clear to me that air conditioning is this incredibly important thing that is shaping everything around us. You know, it’s shaping where Americans live, where they choose to move to. It shapes how our houses look. It shapes what our skylines look like. It’s responsible for saving lives and heat waves. In many ways, it’s really improved our quality of life.

But it’s increasingly clear to us that there are some downsides to this. And one of those downsides is that while we’re all sitting in our air conditioned homes, and offices, and cars, and we’ve set the thermostat to exactly 72 degrees, we’re becoming increasingly detached from what’s happening in the environment outside. It is a lot easier to ignore that it’s 100 degrees outside when you’re sitting inside air conditioning.

And, in some ways, I think we have forgotten how to live with heat. We have forgotten how to live with the climate as it existed before air conditioning. And having forgotten that, it’s probably going to cause some problems for us going forward.

Well, Emily, what did the American landscape look like when people did have to contend with the heat in the days before air conditioning?

So I think about two big things in particular. One is that the buildings that we spend time in looked different. We designed houses and other kinds of buildings in ways that were really sort of thoughtfully trying to contend with the temperature outside.

And so you’ve got these buildings in the Southwest in the United States that have these thick Adobe walls that do a really good job of keeping the sun and its heat out. You’ve got these cottages and bungalows in the Southeast that are raised up off the ground so that they’re not receiving the heat that’s absorbed by the Earth.

They’ve got big windows. They’re thinking a lot about cross ventilation. They’ve got high ceilings so that, as heat rises inside your home, you’re not marinating in it while you’re sitting in your living room. They’ve got front porches where people sit at the end of the day in order to try to cool off.

And then you’ve got the building like the one I grew up in, in Chicago, which I mentioned — these sort of thick brick masonry buildings, which are also designed in a way that is making it possible for me to grow up in the 1980s and ‘90s and be OK with the fact that I don’t have air conditioning.

Because brick kind of retains cool air.

Right. Right. And so part of what results from all of this is that the buildings in Georgia look different from the buildings in Arizona, look different from the buildings in Chicago. Because in each of those places, we’re designing buildings that react to the particular climate in those environments. And so this is the first big change.

Think of a time when you have to design a building to interact with what’s going on outside, with how humid it is, with how hot it gets. But the other thing that was very different in the pre-air conditioning environment is that there were just a lot fewer people living in the parts of the United States that were really hot and swampy. So it’s kind of incredible to think about it, but 1940, there are fewer people living in the state of Florida than living in the state of Arkansas.

There are about 8,000 people total living in the city of Las Vegas. Dallas and Houston are nowhere to be found on the list of the largest cities in America. So fundamentally, before air conditioning, there just aren’t a lot of people living in places where it is uncomfortable if you’re not controlling the temperature in some way.

Right. If it’s too hot, then you just don’t live there.

Right. So climate shapes your decisions about where to live. It shapes your decisions about how to build housing. It shapes your decisions about where to spend your time and your house. Maybe you go onto your front porch in the evening when it’s cooling down. You know, in many ways, our behavior is shaped by the climate. And then air conditioning comes along and it totally changes everything that I’ve been talking about. Because now the outdoor climate doesn’t really affect what your life is like indoors.

Just tell us about that moment, because I don’t think any of us really know the story.

Yeah. So there have been contraptions invented in the 1900s that were trying to do things like blow forced air over big blocks of ice in order to cool it. But the thing that we really think of as air conditioning is just totally a 20th century story.

It starts at the very beginning of the 20th century in 1902, when Willis Carrier invents this machine that’s kind of controlling the temperature, and the humidity, and the purity of air, particularly in an industrial context. The very first use of this in 1902 is in a printing plant, and fundamentally the problem that it’s solving is that the moisture content in the air is really becoming a problem for printing documents.

You’re saying basically, publishing, journalism is responsible for air conditioning.

Yes, everybody can thank us and then later they can blame us.

And so, in the beginning, what air conditioning is doing is it’s solving an industrial problem. The machines are hot, or maybe it’s a textile mill and too much humidity is sort of destroying your textiles. And also, you want your workers to be productive in these manufacturing spaces.

Lots of people in a small space with hot machines. Right.

Yeah. And so in the very beginning of the 20th century, it’s not about providing comfort for people. It’s about conditioning the environments that manufacturing and industry is having. And then it is this very sort of long story that plays out over several decades, where this invention moves from these industrial spaces into these other kinds of spaces.

Yes, you lucky people. Just sit back for a moment, relax, and notice the delightfully clean, cool, and refreshing atmosphere of this scientifically air conditioned theater. Great, isn’t it?

So then it comes into theaters and becomes almost this marketing tool to attract people inside.

You can enjoy great motion picture entertainment all summer long in cool comfort.

Go see a movie and enjoy air conditioning while you’re in there.

Yes, low-cost all-season air conditioning is the right kind for you. And you’re so right to choose a ‘55 Rambler Cross Country, now at all dealers.

And then, at the same time, cars in America that have air conditioning in them — the share of those cars is rising and rising. It moves into office buildings.

Instead of traveling away from business and home to seek relief, you can obtain this same comfort right in your own home or office through air conditioning.

And then, eventually, after decades of refining this technology, and it gets smaller, and it gets more affordable, and it becomes more advanced —

This lucky baby will sleep quietly through the night.

— it reaches the American home and we get the window unit.

This baby’s RCA air conditioner will keep his room filled with cool, dry, fresh air.

And the window unit is this much more affordable, portable, easy to pick up at the store, bring to your house. You don’t need to get a special installer. You stick it in your window, and now all of a sudden you’re getting all of these benefits of humidity controlled, temperature controlled air inside of your home.

Humidity, controlled, dust and pollen filtered. My indoor climate is always perfect.

At that point it’s off to the races. It takes over the American home. And we can see in census data, for instance, that by about the start of the 1970s, about half of all new single family homes that are built in America have air conditioning in them.

And the other thing that we see in census data at this time is that Americans themselves are starting to move to places that are really hot, like Florida, like Texas, like Arizona, like Nevada, places that are kind of uninhabitable before air conditioning. Now they’re booming in population.

And there was this wonderful editorial that was actually published in “The Times” in 1970 about the census that year, and how 1970 was like, the air conditioning census. And it refers to how air conditioning had become this really powerful influence for circulating people as well as air in this country.

And this is a story that continues right up until this day, where air conditioning is sort of extending its reach into every corner of the country, every sort of housing type. And today, about 2/3 of American households in this country have central air, and about 90 percent, so 9 in 10 of them, have some kind of error conditioning if we include things like window units. And if we look just at New housing that’s built in America today, looking back in 2023, about 98 percent of new single family homes in America had air conditioning.

What you’re talking about is basically 200 or so million air conditioning units, condensers, boxes. That’s a lot.

Yeah. And as air conditioning has extended its reach into every corner of the country, into so many of the buildings where we spend time, I think it becomes clear that we’ve really kind of engineered our modern lives entirely around it.

And our reliance on this technology going forward is both unsustainable, and in fact, it’s put a lot of people in a very vulnerable position.

We’ll be right back.

Emily, walk us through how our reliance on air conditioning is both, as you just said, unsustainable and perhaps even kind of dangerous to us.

So the first obvious thing that it does is it just requires an enormous amount of energy for so many people to be air conditioning so many spaces all the time. And so to think about this in a larger sense, our buildings in the United States are responsible for about 30 percent of the greenhouse gas emissions. And that refers to the fossil fuels that we burn directly to heat and cool buildings, and to cook in them, but also to generate the electricity that then allows us to do things plug in our window units.

So there’s a ton of energy use happening here. But part of what’s also happening is that all of these buildings have been fundamentally designed to consume lots of energy. A lot of these buildings were built during a time, you know, in the ‘50s and the ‘60s and in more recent years, where energy was cheap. The idea that you’re designing a building that demands lots of energy — who cares? We’re not paying a ton of money for the energy.

And in the ‘60s and in the ‘50s, we weren’t particularly thinking about whether or not using energy is going to cause climate change. So because of this, we get this glut of inefficient houses. And this happens not just with houses, but with everything in the built environment.

Think about strip malls, shopping centers, workplaces, even offices — the sort of ubiquitous, tall, boxy, glass-covered office building that we think about in cities all over the country, all over the world — this is a building that is born out of the air conditioning age. That glassy box is designed around air conditioning such that without air conditioning, those kinds of offices don’t make sense.

Right. I’m thinking about the office that you and I call home, the “New York Times” high-rise building in Midtown. That does not feel, for all its virtues, like a building, you’d want to be in without air conditioning.

It’s glass, and tall, and I think it’d be very hot.

Yeah. When you think about tall glass office buildings, they’re basically greenhouses if you’re not controlling the air inside. They’re designed such that not only do you not have to open a window in order to cool off, you couldn’t open a window even if you wanted to. These buildings don’t have windows that open, because they’re designed to be these hermetically sealed environments where we’re going to keep the outside climate out and we’re going to control the climate on the inside. And this idea that the outside doesn’t matter is true in the design of so many of our buildings, our offices, even our homes. And that actually puts people into an incredibly vulnerable situation.

And vulnerable how, exactly?

So let’s assume a storm comes through and the power goes out, or your air conditioning stops working because you’ve been running it all the time, all summer long, or when we have these extreme heat conditions and the electric utility tells you, please try to preserve the amount of air conditioning that you’re using. What happens when, all of a sudden, millions of people who have been living in an environment designed entirely around air conditioning can’t have that air conditioning? We start to see real problems.

And this is an abstract. We have actually seen this happen in the United States even this year, in other recent years, where terrible storms have ripped through the state of Texas and millions of people have been left without power. And when this happens in the middle of a heat wave, people die.

Right. And that seems an example of the multiple ways that air conditioning conspires to make us avoid contending with the realities of heat to return to this idea you introduced earlier on. AC allows more people to go to a place like Texas than they’d ever go if there weren’t AC making them comfortable, and to design and live in homes and offices that become a cauldron without air conditioning when it fails.

Exactly. Air conditioning makes it possible for people to believe that you could be comfortable in Texas in the summer, in Arizona in the summer. And so people move to these places in large numbers. And then, when the air conditioning fails, they’re sort of suddenly thrust into a world where they’re living in the middle of the Arizona desert or they’re living in the middle of Texas on a 110 degree day. And that could be life threatening.

Especially with climate change making it even hotter in these places, it doesn’t really seem sustainable for a lot of people to live in those places without air conditioning, without some kind of artificial tempering of the environment.

Yeah. And it’s not just because of the heat. I mean, is it sustainable for a Metropolitan area of 5 million people to exist in Phoenix in the middle of the desert when there’s also not enough water there for everyone? So air conditioning sort of lulls people into moving to these places, which might be problematic for lots of other reasons, as well. But we’ve sort of convinced ourselves that the climate doesn’t matter. We’re going to control it. We’re going to engineer our way into living with it.

You’re reminding me, Emily, of an episode we did on the show about this very idea. It focused on the water shortage in Arizona and the plans to pipe in — and, as I recall, desalinate ocean water — to deal with the problem of not enough water in Arizona. And it doesn’t really seem fathomable that proposition would ever occur to people if they weren’t living there in the comfort of air conditioning in the first place.

Yeah. So there have been people living in the region of Phoenix for centuries, so it’s not that nobody can ever live there. But what air conditioning does is it enables millions of people to live there who don’t actually want to contend with 100 degree temperatures all summer long. So a place like Phoenix then becomes this perfect example where we now have 5 million people living in the middle of the Arizona desert, and they all have this expectation of comfort there, that any environment that I move into — in my home, in my office, in my car — I should be encased in this cooling, calm, 72 degree humidity controlled environment. And that sense of comfort becomes so deeply entrenched kind of culturally. And this isn’t just about Phoenix. This is about all of us. I think we have set up an expectation or even an entitlement around comfort such that it makes it really difficult to start to ask people, do you really need to turn up your air conditioning today?

So that makes me wonder how people are ever going to get off the air conditioning hamster wheel that we’re describing here. I mean, why would anyone?

Well, we have to figure out how to do something if we want to address climate change. So there are a number of different things that are going to happen here. Air conditioning is going to become more efficient. We’re going to have more renewable energy sources to power it in the future. And I think we’re increasingly going to see architects and builders trying to rediscover these lost ideas that we used to have about how to design buildings with the climate in mind, how to shade them, how to ventilate them in a more natural way.

But I also have talked to some people who say that all of that is not going to be enough. One of them is Daniel Barber, who’s an architectural historian who has thought a lot about life after air conditioning or, as he puts it, after comfort — life in a world where we’re not depending on air conditioning so much. And the point that he makes is that there are difficult things and changes that we would have to do going forward if we know that our buildings are responsible for a lot of greenhouse gas emissions.

Our dependence on air conditioning is responsible for a large share of that, and we have to reduce it in some way. What we all need to do is change our own behavior. We need to think anew about our relationship to comfort. And are we willing to be uncomfortable some of the time? Am I willing to wait until July to turn my air conditioning on? Am I willing to turn it off at night when it’s not really necessary to use it? Am I willing to sleep at 80 degrees instead of 72 degrees?

Or 68 or 65. And he’s talking about asking people to do something really difficult. He is asking people to be uncomfortable.

You are, of course, by conveying this message, putting this problem on individuals, not governments, not states. And lots of people might hear this and think the real solutions have to come from regulators, have to come from institutions, have to come from the people who have a lot more control over how this all works.

I think that there are some ways in which that will happen, too. When we think about new buildings that are being designed or renovated today that are trying to adopt some of these techniques to be less reliant on indoor air conditioning. They’re often institutional buildings you will see cities commit to when we rebuild our schools, when we build a new library, when we build a new civic center, we are going to embody these things that we are asking other people to do, too.

And, obviously, there are government incentives in the United states, for instance, to better insulate your home, to do things that would make your home greener. So there’s certainly a role for government. But what Daniel Barber at least would argue is that we all bear some responsibility. And air conditioning has lulled us into thinking that we’re not impacted by how hot it is outside. But it’s also maybe lulled us into thinking like, I’m not the one who needs to particularly change my behavior in any way.

But, fundamentally, what we’re talking about is people embracing a kind of different cultural idea about what it means to be comfortable. The idea that existing in a room that is artificially cooled to 68 to 72 degrees fahrenheit, that that’s the ideal temperature — that’s not some true fact about the human body. It’s a cultural idea that’s been created over decades by the air conditioning industry, by architects, and builders, and culture, and shopping malls, and movie theaters. And the idea that comfort means this one particular thing is an idea that we have constructed ourselves. And so what if we culturally came up with a different idea about comfort?

What if more people came to accept the idea that going and sitting out on my front porch in the evening is where I get comfort from? And it’s also, by the way, how I interact with my neighbors. And I had stopped doing that when we were all retreating inside to air conditioning. What if we revived the idea that it’s actually quite lovely in the summertime to sleep with an open window and to have fresh air? It’s not impossible to change ideas about this because we created these ideas in the first place.

Well, Emily, thank you very much. We really appreciate it.

Yeah. Thanks, Michael.

Here’s what else you need to know today. On Thursday, the White House said that its newfound authority to use the Medicare program to negotiate prices of prescription drugs with pharmaceutical companies is likely to save taxpayers about $6 billion a year. That power came from President Biden’s Inflation Reduction Act, which became law two years ago. Under it, regulators have now lowered the price of widely used treatments, including blood thinners and medications for arthritis and diabetes, some by up to 79 percent.

And both vice presidential nominees, Minnesota Governor Tim Walz and Ohio Senator JD Vance, have agreed to debate each other on October 1 during a televised face-off hosted by CBS News. That means there will be three debates before election day — one vice presidential debate and two presidential debates between Donald Trump and Kamala Harris.

Finally, remember to catch a new episode of “The Interview” right here tomorrow. This week, David Marchese speaks with the singer Jelly Roll about addiction recovery and putting his whole self into his music.

I think of everything as a going out of business sale, and I give everything I got everything I do every time I do it right now.

Today’s episode was produced by Shannon Lin and Diana Nguyen with help from Michael Simon Johnson. It was edited by Devon Taylor, contains research help from Susan Lee, original music by Marion Lozano, Dan Powell, Rowen Niemisto, and Will Reid, and was engineered by Alyssa Moxley. Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly.

That’s it for “The Daily.” I’m Michael Barbaro. See you on Monday.

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Hosted by Michael Barbaro

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Produced by Shannon M. Lin and Diana Nguyen

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Edited by Devon Taylor

Original music by Marion Lozano Dan Powell Rowan Niemisto and Will Reid

Engineered by Alyssa Moxley

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Air-conditioning has become both our answer to a warming planet and a major obstacle to actually confronting it.

Emily Badger, who covers cities and urban policy for The Times, explains the increasingly dangerous paradox of trying to control the temperature.

On today’s episode

Emily Badger , who covers cities and urban policy for The New York Times.

Background reading

From 2017: How air-conditioning conquered America .

Air-conditioning use will surge in a warming world , the U.N. has warned.

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We aim to make transcripts available the next workday after an episode’s publication. You can find them at the top of the page.

Research help by Susan Lee .

The Daily is made by Rachel Quester, Lynsea Garrison, Clare Toeniskoetter, Paige Cowett, Michael Simon Johnson, Brad Fisher, Chris Wood, Jessica Cheung, Stella Tan, Alexandra Leigh Young, Lisa Chow, Eric Krupke, Marc Georges, Luke Vander Ploeg, M.J. Davis Lin, Dan Powell, Sydney Harper, Michael Benoist, Liz O. Baylen, Asthaa Chaturvedi, Rachelle Bonja, Diana Nguyen, Marion Lozano, Corey Schreppel, Rob Szypko, Elisheba Ittoop, Mooj Zadie, Patricia Willens, Rowan Niemisto, Jody Becker, Rikki Novetsky, Nina Feldman, Will Reid, Carlos Prieto, Ben Calhoun, Susan Lee, Lexie Diao, Mary Wilson, Alex Stern, Sophia Lanman, Shannon Lin, Diane Wong, Devon Taylor, Alyssa Moxley, Olivia Natt, Daniel Ramirez and Brendan Klinkenberg.

Our theme music is by Jim Brunberg and Ben Landsverk of Wonderly. Special thanks to Sam Dolnick, Paula Szuchman, Lisa Tobin, Larissa Anderson, Julia Simon, Sofia Milan, Mahima Chablani, Elizabeth Davis-Moorer, Jeffrey Miranda, Maddy Masiello, Isabella Anderson, Nina Lassam and Nick Pitman.

Emily Badger writes about cities and urban policy for The Times from Washington. She’s particularly interested in housing, transportation and inequality — and how they’re all connected. More about Emily Badger

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