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BotGo was started in 2007 by Ravi Panchal, an engineer, after he lost motivation to continue at a managerial role at his job. A hands-on technical person, Panchal was inspired to create an underwater tank-cleaning robot. He started BotGo by bootstrapping it with his savings and roped in his friends for key positions in the company. He also started workshops for robotics education in colleges in order to sustain the company; he called this initiative BotLearn. In 2009, BotGo was incubated and Panchal started franchises for BotLearn as part of his growth plans. This led to a crisis within the company, escalating to a point where Panchal was forced to consider options.

This case highlights the importance of a product-to-market fit and examines the decision to franchise in view of the case facts. The case also points towards the mistakes in crisis management, with particular emphasis on channel management.

Towards the end of the case, Panchal is faced with a dilemma on whether to continue with the franchises or close them down. The dilemma is further accentuated since Panchal's decision would ultimately affect the growth of BotGo as well as directly challenge his intention to franchise.

In 2006, four successful entrepreneurs decided to establish a world-class mega university. Initially, the project progressed slowly until Vineet Gupta was able to locate a small plot of land in Sonipat, Haryana. Forty-eight hours before the payment deadline, Ashish Dhawan and Sanjeev Bikchandani agreed to invest in their personal capital to kick start the project. They however suggested a pivot in favour of a smaller private liberal arts college. Meanwhile, Pramath Sinha, with prior experience in establishing the Indian School of Business launched a pilot through the Young India Fellowship (YIF). Dhawan and Bikchandani, through their extensive entrepreneurial networks, raised scholarships for the first two batches of the fellowship in the hope of attracting other donors to the board and getting a buy-in for Ashoka University. The team faced a number of challenges: managing the new model of collective philanthropy, recruiting faculty and finding jobs for the first undergraduate batch. At Ashoka University's first graduation ceremony in 2017 they wondered whether this model could revolutionise the higher education space like the IITs and IIMs had done for the country.

Ujwal Kalra founded Memorable Shaadi in 2014 while awaiting admission to the Indian Institute of Management Ahmedabad. The startup offered services connecting clients and vendors in the Indian wedding industry. The case elaborates Ujwal's journey as an entrepreneur and the choices he made including hiring a co-founder and working remotely while pursuing an MBA. Ujwal now faces a dilemma: should he accept a plush consulting job through campus placement or go back and scale the firm? Memorable Shaadi highlights the classic dilemma facing entrepreneurs and the choices they need to exercise at different phases of their venture.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

It is businesses, not governments, which often have the power, potential and ideas to lead the attack on world poverty, create jobs where skills are lacking, clean up the environment, eradicate disease, and facilitate education. Ironically, bottom lines could benefit from recognizing our moral obligation to help those in need.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

This study aims to explore the impact of women empowerment and gender-stereotypical advertising exposure on consumers’ attitudes and purchase intents.

The quantitative research approach was used to assess the women-empowerment and gender-stereotypical advertising on consumers’ attitudes and purchase intentions, explicating the most effective approach in marketing communication in the Arab context, specifically Egypt. Administrated questionnaires were distributed online cross-gender through the use of convenience sampling. The targeted average sample size sought was minimum of 370. Once the data was acquired, partial least square path modelling of structural equation modelling was conducted to test the hypotheses.

Results show that male consumers and female consumers react to a certain extent differently to women-empowerment and gender-stereotypical advertisings. For instance, gender-stereotypical advertisings effect attitude for both genders; it effects male consumers’ purchase intentions, but not female consumers. Women empowerment advertising is insignificant on brand attitude and purchase intention among male consumers; among female consumers, it has significant impact on brand attitude, but not purchase intention. Nevertheless, both categories of advertising contribute to male consumers’ and female consumers’ perception and attitude towards gender role portrayal.

This study provides noteworthy insights and perspectives on women-empowerment (Femvertising) and gender-stereotypical advertising effects on cross-gender consumers in the Arab region (a region of strong masculine culture values). The emerged conclusions aid as a reference and guide for scholars and practitioners to develop effective advertising that create prospect depictions and build inspired female customer base.