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Mamaearth: Building a Brand by Listening, or by Selling?

Mamaearth (Honasa Consumer Ltd)

Marketing Management (Foundations of Marketing)

Mamaearth grew from a 2016 online baby-care start-up into Honasa Consumer, a listed house of brands built by listening to customers online. After an advertising-heavy phase and a costly distribution reset, the business has recovered. In September 2026, CEO Varun Alagh must decide how far to push into kirana stores without letting the shelf replace the customer.

• The marketing concept
• Company orientations (production, product, selling, marketing, holistic)
• Customer-centricity
• Feedback loops
• House of brands

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 (assessment sim v1.0.1) · As of 30 September 2026

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Reliance Jio: It Built the Want. Will Customers Now Pay for It?

Reliance Jio (Jio Platforms Ltd)

Marketing Management (Foundations of Marketing)

Jio's 2016 launch turned India's latent need for connectivity into mass demand for mobile data. A decade later its 533 million subscribers use ever more data, yet revenue per user barely moves and Jio still gives value away. With its IPO cleared, Chairman Akash Ambani must decide how Jio asks customers to pay more.

• Needs, wants and demands
• Latent demand
• Value proposition
• Customer-perceived value
• Penetration pricing

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Asian Paints: Did the System Hold, or Did It Buy Back the Counter?

Asian Paints Ltd

Marketing Management (Foundations of Marketing)

Asian Paints led Indian decorative paints for decades through a holistic marketing system of dealer and painter relationships, one brand and a data-driven supply chain. Then Birla Opus attacked the dealer counter and JSW took control of Dulux. Volumes have recovered amid heavy discounting, and in September 2026 CEO Amit Syngle must decide how to defend the counter.

• Holistic marketing
• Relationship marketing
• Integrated marketing
• Internal marketing
• Performance marketing

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Zomato: Value for All Three, or Value Taken From One?

Zomato (Eternal Ltd)

Marketing Management (Foundations of Marketing)

Zomato leads Indian food delivery and has lifted its margin while charging customers and restaurants more. Restaurants now threaten boycotts, a competition investigation has criticised its contracts, and a zero-commission rival is winning share in Bengaluru. Food-delivery CEO Aditya Mangla must decide how to balance value between customers, collaborators and the company.

• Optimal value proposition
• Customer value
• Collaborator value
• Company value
• Value creation versus value capture

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

ONDC: How Do You Market a Network Nobody Sees?

ONDC (Open Network for Digital Commerce)

Marketing Management (Foundations of Marketing)

ONDC was built to do for online shopping what UPI did for payments. Retail orders grew on cash incentives and fell when the incentives were cut, while metro tickets and rides grew strongly. With the network still loss-making, MD and CEO Vibhor Jain must decide how to win buyers and sellers for a network most customers never see.

• New marketing realities
• Disintermediation
• Reintermediation
• Network effects
• Marketing through intermediaries

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Ather Energy: More Demand Than Scooters. Which Goal Comes First?

Ather Energy Ltd

Marketing Management (Strategy and Planning)

Ather Energy grew from a premium niche to India's third-largest electric scooter brand on the family-friendly Rizta, and turned EBITDA positive in mid-2026. Now demand exceeds capacity, a cheaper Konarc has launched, a new plant is coming and TVS and Bajaj are surging. CEO Tarun Mehta must decide which goal the marketing plan puts first.

• G-STIC framework
• Goal setting
• Strategy and tactics
• Implementation
• Control metrics

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Paytm: The Rules Changed Again. Does the SWOT Still Hold?

Paytm (One97 Communications Ltd)

Marketing Management (Strategy and Planning)

Paytm survived the RBI's 2024 action against its payments bank by rebuilding on its merchant base and loan distribution, and posted its first full-year profit in FY26. In September 2026 the government announced a fee on large merchant UPI payments. Founder and CEO Vijay Shekhar Sharma must revisit Paytm's SWOT and decide what to do first.

• SWOT analysis
• Strengths and weaknesses
• Opportunities and threats
• Matching strengths to opportunities
• Revisiting the analysis

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Reliance Retail: Which Growth Box Earns the Next Rupee?

Reliance Retail Ventures Ltd

Marketing Management (Strategy and Planning)

Reliance Retail has grown in every box of the product-market expansion grid at once: more stores, new towns through fast delivery, new formats and a consumer-goods business, spun out in December 2025. Now fast-delivery investment is squeezing margins. Executive Director Isha Ambani must decide which growth box earns the next rupee.

• Product-market expansion grid (Ansoff)
• Market penetration
• Market development
• Product development
• Diversification and growth risk

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Amul: After ₹1 Lakh Crore, Grow Deeper, Wider or Somewhere New?

Amul (GCMMF)

Marketing Management (Strategy and Planning)

Amul, the farmer-owned dairy cooperative, crossed ₹1 lakh crore of brand turnover in FY26 and is growing in every direction: deeper into Indian towns, abroad into the US and Europe, and beyond dairy into pizzas, protein drinks and organic staples. Managing Director Jayen Mehta must choose where the next phase of growth should come from.

• Intensive growth
• Integrative growth
• Diversification growth
• Cooperative model

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Zerodha: Can a Principled Position Bend Without Breaking?

Zerodha Broking Ltd

Marketing Management (Strategy and Planning)

Zerodha built a highly profitable broker on a sharp position: free delivery trades, flat fees, investor education and almost no advertising. Rivals have matched its trading fees, and venture-backed Groww now has nearly twice its active clients. With brokerage income squeezed by regulation, founder and CEO Nithin Kamath must decide how far the position can bend.

• Value proposition
• Frame of reference
• Points of difference and points of parity
• Reasons to believe
• Strategic trade-offs

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

Rapido: The Moat It Broke, the Moat It Needs

Rapido (Roppen Transportation Services), with Ownly

Marketing Management (Strategy and Planning)

Rapido, strongest in bike taxis and autos, grew past Uber and Ola in total trips and moved drivers from commissions to a flat subscription. Rivals have copied the model and drivers use several apps. As Rapido takes a zero-commission model into food delivery with Ownly, co-founder Aravind Sanka must decide where its network advantage really lies.

• Two-sided markets
• Cross-side network effects
• Same-side network effects
• Multi-homing
• Moat erosion and envelopment

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v2.1; sims v1.0 · As of 30 September 2026

BPCL: Does the Vision Still Say Where It Is Going?

Bharat Petroleum Corporation Ltd (BPCL)

Business Strategy (Vision and Mission)

BPCL's vision speaks of an admired global energy company, and Project Aspire splits investment between the oil core and green bets. The core delivered record throughput and profit in FY26, but renewables lagged and a 2026 crude shock brought a quarterly loss. New chairman Sanjay Khanna must decide whether the vision still says what BPCL wants to become.

• Vision statement and its five characteristics
• Vision versus core purpose, mission and long-term objectives
• Rewriting a vision when direction changes
• Shared vision
• Aligning vision and investment

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 10 October 2026

Swiggy Instamart: Second, Third or Just Behind?

Instamart (Swiggy Ltd)

Business Strategy (External Assessment)

Instamart reached contribution break-even in May 2026 but handles about a fifth of orders among the three filed quick-commerce players, behind Blinkit and Zepto. A draft Competitive Profile Matrix ranks it second, and not everyone agrees. New chief executive Nandita Sinha must decide whether the matrix is right and which factors deserve next year's money.

• Competitive Profile Matrix (CPM)
• Industry-specific critical success factors
• Industry-based weights and company-based ratings
• Reading total weighted scores with care
• Turning a CPM into strategic choices

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 10 October 2026

Page Industries: How Strong Is Jockey's House?

Page Industries Ltd (Jockey in India)

Business Strategy (Internal Assessment)

Page Industries runs Jockey in India with admired brand, distribution and manufacturing strengths and a 74% return on capital, but FY26 volume grew only 3.9% and margins fell in early FY27. Chairman Sunder Genomal wants an Internal Factor Evaluation Matrix to help the board judge whether the strategy should stay the course or change.

• Internal Factor Evaluation (IFE) Matrix
• Stating internal factors (the AQCD test)
• Industry-based weights
• Rating the firm's response
• Reading the total weighted score

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 11 October 2026

Lenskart: How Much of the Supply Chain Should It Own?

Lenskart Solutions Ltd

Business Strategy (Types of Strategies)

Lenskart made about 70% of the prescription glasses it sold in FY25, controls a Chinese frame maker and is building a very large eyewear plant near Hyderabad, while its two Indian plants ran at about half their capacity. Chief executive Peyush Bansal must decide how far and how fast to own supply.

• Backward and vertical integration
• When backward integration suits a firm
• Fixed costs, capacity use and opportunity cost
• Joint ventures as a middle route
• De-integration

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 11 October 2026

Info Edge: One Star Paying for Three Bets?

Info Edge (India) Ltd

Business Strategy (Strategy Analysis and Choice)

Naukri earns about three-quarters of Info Edge's standalone revenue at 58% margins and funds three smaller businesses: a near break-even property portal, a matchmaking site under a third the size of the listed leader, and a shrinking education portal. Founder Sanjeev Bikhchandani must decide how to divide next year's money across the portfolio.

• BCG Matrix
• Relative market share position and industry growth rate
• Question marks, stars, cash cows and dogs
• Portfolio cash flows
• Limits of the BCG Matrix

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 11 October 2026

LTM: One Company, or Two Under One Roof Again?

LTM Limited (formerly LTIMindtree)

Business Strategy (Strategy Implementation)

LTIMindtree's 2022 merger was slow to integrate and lost more than a dozen senior managers. Renamed LTM and reorganised around four industry segments and AI-led service lines, it has now signed to buy Randstad's digital business. Chief executive Venu Lambu must decide whether to absorb the new business at once or run it separately first.

• Structure follows strategy
• Why strategy changes need structure changes
• Symptoms of an ineffective structure
• Divisional, SBU and matrix structures
• Structuring an acquired business

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 11 October 2026

NHPC: Bonds, Shares or Both for the Next Dams?

NHPC Limited

Business Strategy (Strategy Implementation)

NHPC is building 9,204 MW of hydro and renewables and needs about ₹67,500 crore of debt over five years, plus equity. After a June 2026 government stake sale left it 61.39% state-owned, Director (Finance) Mahesh Kumar Sharma must use EPS/EBIT analysis to advise whether ₹10,000 crore should come from bonds, shares or both.

• Capital structure
• EPS/EBIT analysis
• Break-even EBIT between financing options
• Dilution of ownership and control
• Limitations of EPS/EBIT analysis

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 11 October 2026

IFFCO: Record Profit, but What Should the Scorecard Count?

Indian Farmers Fertiliser Cooperative Limited (IFFCO)

Business Strategy (Strategy Evaluation)

IFFCO, owned by more than 35,000 cooperatives, reported record profit and turnover in 2025-26, yet sales of its nano fertilisers fell, trials questioned their yields and the government barred tagging them to urea. Managing director K J Patel must design a balanced scorecard that judges the cooperative on more than profit and bottles sold.

• Balanced scorecard
• Financial and non-financial measures
• Scorecard areas and conflicting objectives
• Measures that distort behaviour
• Strategy evaluation and corrective action

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 11 October 2026

Dalmia Bharat: Can the Greenest Cement Maker Stay Green as It Grows?

Dalmia Bharat Limited

Business Strategy (Ethics, CSR and Sustainability)

Dalmia Bharat aims to be carbon negative by 2040, earned record EBITDA in FY26 and says it has one of the lowest carbon footprints in cement. Now it is expanding fast: it bought Jaiprakash Associates' cement plants as margins fell and clinker use rose. Managing director Puneet Dalmia must decide how to keep sustainability an advantage as it grows.

• Environmental sustainability as a strategic issue
• Low cost through energy conservation and waste minimisation
• Differentiation through green features
• Environmental objectives, audits and incentives
• Sustainability claims backed by facts

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 12 October 2026

Zydus Lifesciences: One More Deal Abroad, or Make the Last Four Work?

Zydus Lifesciences Limited

Business Strategy (Global and International Issues)

Zydus Lifesciences went global by buying: a French implant maker, a UK supplements seller, two US biologics plants and a US specialty drug company. Revenue rose 22% in the June 2026 quarter, but margins and profit fell. Managing director Sharvil Patel must decide whether to approve one more deal abroad or first make the last four work.

• Advantages of going global
• Disadvantages and risks of operating abroad
• Acquisition versus other entry routes
• Researching a market before entry
• Managing people and currencies across borders

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 12 October 2026

Lemon Tree Hotels: Can Inclusion Travel?

Lemon Tree Hotels Ltd

Organisational Behaviour (Diversity at Work)

Lemon Tree Hotels built its workforce around people with disabilities and other opportunity-deprived Indians, matching jobs to abilities and teaching every employee sign language. Its reported share of employees with disabilities has fallen, and its growth now lies in hotels owned by others. Its President must decide whether owners will adopt the model.

• Disability and hidden disability
• Physical and intellectual abilities
• Ability-job fit
• Reasonable accommodation
• Diversity management at scale

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

Zoho: Hiring for Fit When Jobs Stop Growing

Zoho Corporation

Organisational Behaviour (Personality and Fit)

Zoho grows much of its talent itself, training school-leavers and hiring in small towns, and has a stated no-layoff policy. With profit dipping, few new jobs and money moving to AI, its talent acquisition team must decide what kind of fit to select for as interns and a new office compete for scarce roles.

• Person-job fit
• Person-organisation fit
• Person-group and person-supervisor fit
• Fit when jobs change
• Fit without sameness

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

NPCI: Inventing Without Breaking UPI

National Payments Corporation of India (NPCI)

Organisational Behaviour (Decision Making and Creativity)

NPCI keeps adding new UPI features, from family payments to face and fingerprint approval and, in September 2026, tap-to-pay and an AI help service. But UPI now carries about 800 million payments a day, and four outages in 2025 showed the cost of failure. Its Chief of Products must decide how his teams should create.

• Creativity
• Creative potential
• Creative environment
• Creative behaviour
• Innovation under reliability constraints

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

India Post: More Tasks, or a Better Job?

India Post (Department of Posts) and India Post Payments Bank

Organisational Behaviour (Motivation and Job Design)

India Post's village postal workers have gone from carrying mail to delivering bank accounts, pensions, benefits, insurance and parcels at the doorstep. Revenue and services are growing, but so are targets, and a major union wants an eight-hour duty and an end to target pressure. The Secretary must decide how the job should be designed.

• Job characteristics model
• Critical psychological states
• Motivating potential score
• Growth-need strength
• Job enrichment versus job enlargement

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

ISRO Gaganyaan: Leading a Team of Teams

Indian Space Research Organisation (ISRO), Gaganyaan programme

Organisational Behaviour (Groups and Teams)

Gaganyaan, India's human spaceflight programme, links ISRO centres, DRDO laboratories, the Air Force, the Navy, industry and four overseas space agencies. Thousands of tests are complete, but the first uncrewed flight has slipped several times and is now due in late 2026. ISRO's Chairman must decide how these teams should work together.

• Work groups versus work teams
• Types of teams (problem-solving, self-managed, cross-functional, virtual)
• Multiteam systems and the superordinate goal
• Boundary spanners
• Leading a multiteam system

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

Apollo Hospitals: Who Hears the Handover?

Apollo Hospitals Enterprise Ltd

Organisational Behaviour (Communication)

Apollo Hospitals is growing fast, running a unified digital record, planning AI tools that draft notes and using monitors that raise alerts, while nurse attrition is high and many nurses are new to their wards. Its group head of nursing must decide how nurses should hand over patients at shift change: spoken, written or both.

• Oral communication
• Written communication
• Nonverbal communication
• Channel richness
• Routine versus nonroutine messages

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

Goonj: Leading for Dignity at Scale

Goonj

Organisational Behaviour (Leadership)

Goonj turns urban surplus into village development and disaster relief, built on the dignity of those who receive. Its relief work reached 20 states in 2025 and it is building an alliance of donors, volunteers and partners, while its 2023–24 income was still well below its 2021–22 peak. Its leaders must decide how to grow without losing that dignity.

• Authentic leadership
• Ethical leadership and tone from the top
• Socialised charismatic leadership
• Servant leadership
• Trust

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

Mumbai Dabbawalas: Teaching a Culture to Newcomers

Mumbai Tiffin Box Suppliers Association and Nutan Mumbai Tiffin Box Suppliers Charity Trust (Mumbai dabbawalas)

Organisational Behaviour (Organisational Culture)

Mumbai's dabbawalas have kept a strong culture since 1890: the white cap, a shared code, village festivals and stories of near-perfect delivery. Their numbers and deliveries have fallen sharply since the pandemic, and some are starting to use e-bikes and to be found online. The association's president must decide how newcomers can learn the culture.

• Stories
• Rituals
• Material symbols
• Language
• Strong culture, dominant culture and subcultures

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

Meesho: Is One Break a Year Enough?

Meesho Ltd

Organisational Behaviour (Stress Management)

Meesho gave employees a company-wide break after each festive sale from 2021 to 2024, but none was reported for 2025. It cut jobs in 2022 and 2023, has since listed, and its long-serving HR chief resigned in June 2026. Its leaders must decide whether one break a year is enough, or how stress should be managed across the year.

• Challenge and hindrance stressors
• Recovery
• Individual approaches to managing stress
• Organisational approaches to managing stress
• Wellness programmes and sabbaticals

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 30 September 2026

Karnataka's Gig Law: Negotiating Before the Verdict

Karnataka Platform-Based Gig Workers Welfare Board, app platforms and gig workers' unions

Organisational Behaviour (Conflict and Negotiation)

Karnataka's 2025 law requires app platforms to register gig workers and pay a welfare fee into a fund run by a state board. Platforms have challenged it in the High Court, three have left the board and no benefits have yet reached workers. The Labour Minister must decide how to bring workers and platforms to an agreement.

• Distributive bargaining
• Integrative bargaining
• BATNA
• The five-step negotiation process
• Relationships in negotiation

Programme

MBA / PGDM (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 7 October 2026

Bharti Airtel: Pay Off the Last Spectrum Dues Early?

Bharti Airtel

Financial Management (Valuation and Return)

Bharti Airtel has prepaid ₹66,665 crore of spectrum dues that carried 8.65% to 10% interest. About ₹52,000 crore at 7.22% remained, payable until FY2042. With the RBI now raising rates, debt falling and AGR instalments and capex rising, Group CFO Soumen Ray must decide whether prepaying the rest still creates value.

• Present value of an annuity
• Capital recovery and loan amortisation
• Opportunity cost as the discount rate
• Prepayment as a present-value decision
• Liquidity versus interest saving

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Maruti Suzuki: Does the Next Plant Still Earn Its Keep?

Maruti Suzuki India

Financial Management (Investment Decisions)

Maruti Suzuki's plants were full in March 2026, with 1.9 lakh orders unserved, and it approved ₹10,189 crore for a 2.5 lakh-unit first phase at Khoraj, Gujarat, against ₹7,410 crore for a similar plant at Kharkhoda. With margins squeezed and rates rising, CFO Arnab Roy must tell the board whether it still earns its cost of capital.

• Net present value
• Internal rate of return and profitability index
• Payback and discounted payback
• Sensitivity analysis
• Incremental and shared costs

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

NTPC: What Should the Hurdle Rate Be Now?

NTPC Limited

Financial Management (Investment Decisions)

NTPC plans about ₹6.22 lakh crore of group capex to FY32 across coal, hydro, nuclear and renewables. Its average borrowing rate fell to 5.98%, but bond yields reached a two-and-a-half-year high and the RBI raised rates in October 2026. Director (Finance) Jaikumar Srinivasan must recommend the hurdle rate, or rates, for the next approvals.

• Cost of equity (CAPM)
• Marginal post-tax cost of debt
• WACC with market-value weights
• Divisional cost of capital
• Regulated return versus cost of capital

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Lodha: How Much Debt, and Where?

Lodha Developers Limited

Financial Management (Financing Decisions)

Lodha Developers' net debt is 0.23 times equity, well under its 0.5x ceiling, and it plans to make its development business effectively debt-free while debt sits in its rental and data-centre business. With launches deferred, soft demand and an RBI rate rise, Group Finance Director Sushil Kumar Modi must recommend a target capital structure.

• Target capital structure and debt ceilings
• Financial leverage and ROE
• FRICT test
• Debt capacity and where debt sits
• Surplus cash and the order of uses

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Bajaj Auto: Buy Back Again, or Pay It Out?

Bajaj Auto Limited

Financial Management (Payout Decisions)

Bajaj Auto returned all of its FY26 profit in July 2026: a ₹150 dividend and a ₹5,633 crore tender-offer buyback at ₹12,000, well above the market price, after buyback taxation changed twice in under two years. With surplus funds rebuilding, CFO Dinesh Thapar must advise how the next surplus is returned to shareholders.

• Tax incidence of dividends and buybacks
• EPS effect of a buyback
• Tender-offer premium and wealth transfer
• Dividend stability and signalling
• Distribution policy

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

IndiGo: Lease the Next Jets, or Own Them?

InterGlobe Aviation Limited (IndiGo)

Financial Management (Long-Term Financing)

IndiGo built India's largest airline on sale-and-leaseback, but now plans to own or finance-lease 30–40% of its fleet by 2030, partly through a GIFT City subsidiary. After losses driven by the rupee and fuel, CFO Kiran Thadimarri must recommend how the next jets should be financed: leased, finance-leased or owned.

• Net advantage of leasing
• Discount rates for lease cash flows
• Residual value risk
• Operating versus finance lease and sale-and-leaseback
• Flexibility, liquidity and currency risk

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Delhivery: Thin Profit, Positive Cash. Which One Counts?

Delhivery Limited

Financial Management (Financial Analysis)

Delhivery turned free cash flow positive in FY26, with operating cash flow of ₹911 crore against profit of ₹153 crore, but profit fell 65% in the June 2026 quarter as costs rose and Amazon pushed into third-party logistics. CFO Vivek Pabari must decide which financial measures and targets the company commits to.

• Operating cash flow versus profit after tax
• Lease payments under Ind AS 116
• Free cash flow definitions
• Working-capital release
• Quality of earnings

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Marico: How Much Working Capital When Copra Swings?

Marico Limited

Financial Management (Working Capital Management)

Copra hyperinflation in FY26 pushed up Marico's inventories and payables and squeezed its margin; by mid-2026 Marico said copra was about 45% below its peak. With FY27 revenue expected above ₹15,000 crore and the monsoon uncertain, Group CFO Pawan Agrawal must decide how much working capital to hold and how to fund it.

• Holding-period method
• Input prices and working capital
• Cost of carrying stock and buying ahead
• Customer and supplier credit
• Funding working capital and liquidity

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Mankind Pharma: Could the Deal Pay for Itself?

Mankind Pharma Limited (Bharat Serums and Vaccines)

Financial Management (Mergers and Acquisitions)

Mankind Pharma paid about 28 times adjusted EBITDA for Bharat Serums and Vaccines in 2024, funding it with ₹10,000 crore of debt. Net debt has since fallen to 0.9 times EBITDA. With a ₹1,250 crore debenture due in October 2026, Global CFO Ashutosh Dhawan must decide how to settle it and set rules for the next acquisition.

• Standalone debt capacity and interest cover
• Leverage and equity IRR
• Price paid and value
• Deleveraging and debt maturities
• Rating triggers and headroom

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026

Tech Mahindra: Lock In ₹100 a Dollar, or Stay Open?

Tech Mahindra Limited

Financial Management (International Finance)

Tech Mahindra cut its hedge book from US$1.96 billion to US$0.72 billion and shortened its hedges to one year as the rupee fell to record lows, leaving more revenue open to currency moves. With a one-year forward near ₹100, CFO Rohit Anand must decide how much of the next year's dollars to hedge.

• Transaction exposure
• Forward contracts and forward premium
• Currency options
• Hedge ratio and tenure
• Hedging policy and governance

Programme

MBA / PGDM and BBA (first year); also suitable for executive programmes

Bloom

L4 Analyse / L5 Evaluate / L6 Create

Version: Caselet v1.0; sims v1.0 · As of 8 October 2026