Benka Babyfood
The Benka Babyfood case study is about an expatriate woman candidate being considered by a western company entering India with a joint venture partner. The case discussion follows with an exercise in selecting the most appropriate candidate to lead the venture based on several criteria like the candidate’s personality traits, family support, position in the organization and so on. The criteria are ranked based on individual and group rankings.
This case sets the background to understand the dynamics of individual and group decision making.
Consumer Goods, Food and Beverage
2008
Cranfield University
Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]
Harvard Business School Publishing
60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]
NUCB Business School
1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]
IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.
Research Information & Knowledge Hub for additional information on IMD publications
It says very little about women, and a great deal about the cultures they are operating in.
The idea that women lack confidence has become one of the most widely accepted explanations for leadership inequality. It appears in boardrooms, talent reviews, and executive coaching sessions. The logic is simple and appealing. Women do not rise ...
If the issue were truly women's confidence or competence, we would not see women outperforming men academically, founding businesses at record rates or thriving in environments where systems are transparent and bias is minimised. The problem is no...
On paper, everything with the project looked fine. Deadlines were being met, the work was on track, and meetings ran efficiently. But beneath the surface, this high-performing manager told us, “I was holding it together on the outside, yet inside,...
Walk into almost any organisation and you will hear the same refrain: ‘We promote on merit here.’ Yet the data keeps telling a different story. Women are still underrepresented in senior roles, even in sectors where they make up most of the workfo...
Microaggressions are subtle, often unintended slights that quietly undermine confidence, belonging, and performance. Their cumulative impact erodes trust and psychological safety, slowing careers and driving attrition. This article examines how mi...
Not long ago, business leaders were under constant pressure to speak up on climate, diversity, or social justice. Making bold commitments and pledges was not only encouraged but demanded and, for a time, seen as a hallmark of good leadership. Toda...
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
Research Information & Knowledge Hub for additional information on IMD publications
in MIT Sloan Management Review Winter 2026, vol. 67, issue 2
Research Information & Knowledge Hub for additional information on IMD publications
in I by IMD
Research Information & Knowledge Hub for additional information on IMD publications