Doctor of Philosophy (Business Administration)
National Dong Hwa University: Shoufeng, Hualien, TW
Master in Imagineering (Master’s in Business Innovation from The Experience Perspective (Business Administration)
NHTV Breda University of Applied Sciences: Breda, Breda, NL
Master of Business Administration (Business Administration)
Osmania University: Hyderabad, Telangana, IN
Bachelors of Technology (Production Engineering)
Jawaharlal Nehru Technological University, Hyderabad: Hyderabad, Telangana, IN
RESEARCH, TEACHING, or OTHER INTERESTS
Marketing, Management of Technology and Innovation, Tourism, Leisure and Hospitality Management
Hidden Champions of India T. Revathi, Revanth Kumar Guttena, K. Hemachandran Contributions to Management Science, 2026
Not just another coffee chain: can Nothing Before Coffee grow without losing its flavor? Revanth Kumar Guttena, Subhajit Pahari, Kiran Menghani Emerald Emerging Markets Case Studies, 2026 Learning outcomes The learning outcomes are as follows: Case overview/synopsis This case study examines the strategic dilemma faced by Nothing Before Coffee, a fast-growing Indian café brand recognized for its culturally rooted, youth-focused appeal. Established in 2017 in Jaipur, Nothing Before Coffee disrupted the traditional café market by catering to underserved Tier II and III cities with accessible pricing, distinctive offerings like the “Shrappe,” and visually engaging store designs. By 2025, Nothing Before Coffee had expanded to over 90 outlets, entered the international market with a store in Portugal, and adopted a company-owned, company-operated model to maintain brand consistency. However, its ambitious goal of scaling to 400 outlets in two years presented a challenge – how to achieve rapid expansion without losing authenticity or becoming indistinguishable from other chains. This tension was further compounded by the need for external funding, operational efficiency and navigating diverse consumer expectations across urban and international markets. Through Anand Jain’s strategic considerations, the case explores the complexities of balancing growth with brand identity, investor expectations with customer loyalty and operational scale with cultural relevance. It provides a strong foundation for discussions on strategic expansion, brand positioning and managing purpose-driven businesses in competitive emerging markets. Intended for upper-level undergraduate and MBA courses in Strategic Management and Marketing, this case enables students to engage with real-world challenges of scaling a brand while preserving the distinctive elements that made it successful. Let me know if you need any refinements! Complexity academic level This case study is suitable for undergraduate and postgraduate courses such as Strategic Management and Marketing Management in MBA and BBA programs. It is also applicable to students studying Retail Management, Operations Strategy and Consumer Behavior. With a moderate level of difficulty, the case allows students to explore strategic decision-making in the rapidly growing Indian Quick Service Restaurant industry, especially within emerging market contexts where growth aspirations must be balanced with brand identity and operational capability. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.
Is AI and human co-creation a strategic fit for Klarna? Poojitha Kondapaka, Revanth Kumar Guttena, Hemachandran K, Raul Villamarin Rodriguez Case Journal, 2026 Research methodology This case is developed from secondary sources, including annual reports, social media outlets, company websites and news published in reputable outlets such as The Times of India. To meet the objectives of this case, the authors have used qualitative analysis of secondary data. In the next phase, the authors have mapped the data with the research objectives. Case overview/synopsis In May 2025, the CEO of Klarna Group Plc, a Swedish Fintech company, Sebastian Siemiatkowski, aimed to cut costs and improve efficiency by automating customer services. This move seemed productive, but the uproar of customer complaints significantly impacted the brand image and the customer experience. The lack of human empathy in the robotic customer service irked the customers. As a reversal mechanism, Sebastian called humans back, employed them as gig workers; therefore, Klarna must strategise the value proposition of “human-AI” collaboration. Complexity academic level This case is suited for advanced final-year undergraduate and postgraduate (MBA/Master’s) students studying Strategic Management or Business Policy, AI and Analytics or Digital Transformation, Human Resource Management or Future of Work and Services Marketing or Customer Experience Management. It is best placed in the middle to end of the course, when students are already familiar with the principles of HRM and employment models, including standard and gig work, as well as basic strategy concepts like trade-offs, competitive advantage and stakeholder perspectives, as well as introductory AI and automation concepts in services. The example is especially well-suited for courses on human–AI cooperation and co-value creation, automation methods and the ethical implications of AI and service innovation and customer experience in Fintech.
Kalki 2898 AD: the narrative dynamics and strategic challenge Revanth Kumar Guttena Emerald Emerging Markets Case Studies, 2025 Learning outcomes Students will be able to: Case overview/synopsis Set in India in 2024, this case revolves around Nag Ashwin, the director of the mytho-futuristic film Kalki 2898 AD. The film achieved significant commercial success and cultural impact through its bold fusion of ancient Indian mythology and futuristic science fiction, drawing inspiration from the Mahabharata and the Kalki Purana. While widely praised for its visual scale and ambition, the film received mixed reactions regarding its narrative complexity and accessibility for international audiences. As pre-production for Part Two begins, Ashwin faces a strategic dilemma: how to maintain the cultural and symbolic richness that defined the original while ensuring the sequel resonates with global audiences. The case situates this creative tension within a strategic decision-making context, inviting students to examine how cultural meaning functions as both a creative and strategic resource. Grounded in Cultural Branding and Anthropological interpretation, the case highlights the broader challenge faced by creative industries in emerging markets seeking to balance authenticity, accessibility and global scalability. Complexity academic level This case is designed for postgraduate students, particularly those specializing in Marketing and Strategic Marketing. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing
“Your Film” – a leap toward co-creation in the film industry Revanth Kumar Guttena, Subhajit Pahari Emerald Emerging Markets Case Studies, 2025 Learning outcomes The case intends to help students understand the fundamentals and applications of co-creation as a business model in a traditionally exclusive industry; the operational and strategic challenges of involving large-scale public participation in creative projects; and the dynamics of balancing professional oversight with public influence in content creation. Students will gain insights into the benefits and potential pitfalls of audience-driven content, fostering critical thinking on the viability of co-creation in diverse industries. Case overview/synopsis Ram Gopal Varma, a renowned Indian filmmaker known for cult classics like Satya, had built a career on unconventional storytelling and cinematic disruption. In 2024, after revisiting Satya for the first time in nearly three decades, Varma experienced a moment of intense reflection on the integrity and direction of his more recent work. This prompted him to develop Your Film, a bold initiative aimed at democratizing the filmmaking process. Based in Hyderabad, India, Your Film proposed an audience-driven co-creation model, where viewers could vote on key aspects of script, cast, director and crew through a digital platform. The goal was to create films “by the people, for the people,” challenging long-held industry norms and repositioning the filmmaker as a facilitator rather than the sole creative authority. The case follows Varma as he evaluates whether to proceed with full audience control, adopt a hybrid model balancing participation and professional oversight or abandon the idea to protect narrative quality and production standards. Students will analyze the strategic, operational and creative implications of this decision, with a focus on co-creation, stakeholder engagement, digital platform design and innovation in India’s evolving entertainment sector. Complexity academic level This case study is suitable for use in MBA and BBA classes for teaching strategic management, marketing management and brand management; Media Studies and Film Industry professionals interested in audience engagement and participatory content creation; and students of Innovation and Entrepreneurship courses focusing on digital disruption in traditional industries, with an emphasis on co-creation, audience engagement and democratization in the entertainment industry. Supplementary material Teaching notes are available for educators only. Subject code CSS 8: Marketing.
The Dangote Refinery: pioneering Africa’s energy independence amid challenges Ruth Angbazo Andah, Revanth Kumar Guttena Emerald Emerging Markets Case Studies, 2025 Learning outcomes After completing this case, students will be able to: Case overview/synopsis The Dangote Refinery, Africa’s largest oil refinery, symbolizes a transformative effort to address Nigeria’s longstanding dependence on imported refined petroleum products while fostering economic growth and regional energy independence. Operational in 2024, the refinery was designed to process 650,000 barrels of crude oil daily, making Nigeria self-sufficient in refined petroleum products and generating surplus for export. Despite its ambitious goals, the project faced significant challenges, including high capital requirements, regulatory complexities, reliance on imported crude and environmental concerns. Additionally, the project encountered operational hurdles such as skill gaps, infrastructure inefficiencies and volatile global oil prices. Critics argued that a more integrated approach combining crude production and refining could have mitigated supply chain risks. However, the refinery’s potential to catalyze industrial growth, create jobs and contribute to regional trade underscores its importance in Nigeria’s energy sector. This case highlights the interplay of visionary leadership, financial resilience and strategic planning required for large-scale infrastructure projects to succeed in emerging markets. Complexity academic level Postgraduate graduate level (Strategy and Entrepreneurship courses) Supplementary material Teaching notes are available for educators only. Subject code CSS11: Strategy.
From herbs to hazards: Patanjali’s leap into insurance Jayanta Kumar Mohapatra, Revanth Kumar Guttena, Kiran Menghani Emerald Emerging Markets Case Studies, 2025 Learning outcomes Case overview/synopsis In April 2025, in Haridwar, India, Acharya Balkrishna, the Managing Director and chief executive officer of Patanjali Ayurved Ltd., faced a complex brand management dilemma. The company had recently received regulatory approval for its US$540m acquisition of Magma General Insurance, marking its formal entry into India’s highly regulated general insurance sector. Known for its roots in Ayurveda, Swadeshi positioning and rapid diversification across fast-moving consumer goods and wellness categories, Patanjali had built its identity around health, purity and tradition. However, recent reputational setbacks, including product recalls and regulatory scrutiny, had begun to erode consumer trust, which is a critical currency in the insurance industry. Against this backdrop, Balkrishna had to decide how to position the newly acquired insurance venture without compromising Patanjali’s core values. Should the company frame itself as a holistic provider of both physical and financial well-being? Or would such a leap fragment its credibility and weaken its long-standing brand promise? This case invites students to examine the risks and strategic implications of brand extension into high-trust, low-familiarity categories in emerging markets and to explore how leadership, consumer perception and regulatory expectations shape diversification decisions. Complexity academic level This case is intended for use in undergraduate and postgraduate business courses focused on marketing strategy and brand management. It is suitable for students who have a basic understanding of branding, consumer behavior and strategic decision-making. The case enables discussions on brand extension, trust building in low-familiarity sectors and navigating diversification challenges in emerging markets. It can be effectively taught in in-seat, hybrid or online course formats and is applicable to both domestic and international learners interested in emerging market dynamics and brand strategy. Supplementary material Teaching notes are available for educators only. Subject code CSS8: Marketing.
Maruti Suzuki’s strategic foray into the Indian light commercial vehicle market Jayanta Kumar Mohapatra, Revanth Kumar Guttena, Kalyana Chakravarthi Jonnalagadda Case Journal, 2025 Research methodology This case study is based on the secondary data available on the internet such as e-magazines and company website. Case overview/synopsis Maruti Suzuki India Limited, renowned for its leadership in the passenger car market, ventured into the light commercial vehicle segment with the launch of the Super Carry. Developed specifically for the Indian market, the Super Carry aimed to meet the unique needs of small businesses, traders and self-employed individuals seeking reliable and efficient transportation solutions. Despite its initial success leveraging Maruti Suzuki’s extensive service network and brand reputation, the Super Carry faced formidable competition from established players like Tata Ace in the small commercial vehicle market. Complexity academic level This case may be used in MBA and BBA classes for teaching strategic management and marketing management course to explain competition, industry analysis and growth strategy with an easy to moderate difficulty level.
WHY GO THE EXTRA MILE FOR APPLE? A DIVE INTO BRAND LOVE AND BRAND JEALOUSY Ferry Tema Atmaja, Lizar Alfansi, Rauda Maharani Putri, Revanth Kumar Guttena International Journal of Business and Society, 2025 Shifting brand strategies increasingly emphasize fostering emotional connections, such as brand love and brand jealousy, to enhance consumers’ willingness to pay a premium. Although extensive research has examined these emotional constructs, their relevance in the “masstige” context—brands that combine mass appeal with prestige, exemplified by Apple—remains underexplored. This study addresses this gap by investigating how brand experience and self-expressiveness act as antecedents to brand love and brand jealousy, which subsequently influence willingness to pay a premium, framed through the lens of attribution theory. Data were collected from 378 Indonesian Apple users through offline and online surveys and analyzed using covariance-based structural equation modeling with AMOS software version 24. The results demonstrate that brand experience significantly strengthens both brand love and brand jealousy, thereby enhancing consumer-brand relationships. While self-expressiveness also contributes to both emotional constructs, its impact is comparatively weaker than that of brand experience. Both brand love and brand jealousy were found to positively influence consumers’ willingness to pay a premium. This study presents a comprehensive model linking emotional bonds to consumer spending behavior in the masstige context, providing actionable insights for brand managers to enhance emotional connections and drive premium pricing strategies.
Value co-creation in AI-influenced management education: Gamification as a relational mechanism RK Guttena The International Journal of Management Education 24 (3), 101425 , 2026 2026
Premiumization of jewellery: can Tanishq retain its glitter RK Guttena, S Gonela, KC Jonnalagadda Emerald Emerging Markets Case Studies 16 (2), 1-9 , 2026 2026
Is AI and human co-creation a strategic fit for Klarna? P Kondapaka, RK Guttena, H K, RV Rodriguez The CASE Journal, 1-12 , 2026 2026
Instruction Manual: Is AI and human co-creation a strategic fit for Klarna? P Kondapaka, RK Guttena, RV Rodriguez Teaching Notes, 1-8 , 2026 2026
Not just another coffee chain: can Nothing Before Coffee grow without losing its flavor? RK Guttena, S Pahari, K Menghani Emerald Emerging Markets Case Studies 16 (1), 1-8 , 2026 2026
Maruti Suzuki’s strategic foray into the Indian light commercial vehicle market JK Mohapatra, RK Guttena, KC Jonnalagadda The CASE Journal 22 (1), 180-188 , 2026 2026
Hidden Champions of India T Revathi, RK Guttena, K Hemachandran Hidden Champions in Rising Economies: The Undiscovered Roads to the Future … , 2026 2026
Instruction Manual: Maruti Suzuki’s strategic foray into the Indian light commercial vehicle market JK Mohapatra, RK Guttena, KC Jonnalagadda Teaching Notes, 1-15 , 2026 2026
The Dangote Refinery: pioneering Africa’s energy independence amid challenges RA Andah, RK Guttena Emerald Emerging Markets Case Studies 15 (4), 1-8 , 2025 2025
Kalki 2898 AD : the narrative dynamics and strategic challenge RK Guttena Emerald Emerging Markets Case Studies 15 (4), 1-9 , 2025 2025
From herbs to hazards: Patanjali’s leap into insurance JK Mohapatra, RK Guttena, K Menghani Emerald Emerging Markets Case Studies 15 (4), 1-8 , 2025 2025
Exploring Foreign Muslim Tourist Preferences in Halal Tourism: A Study of Indonesia’s Halal Market T Romadon, L Alfansi, E Darta, FT Atjama, P Parwito, ME Balbaa, ... Journal of Digital Marketing and Halal Industry 7 (1), 147-170 , 2025 2025 Citations: 1
“Your Film”–a leap toward co-creation in the film industry RK Guttena, S Pahari Emerald Emerging Markets Case Studies, 1-18 , 2025 2025
Impact Of Misleading Advertisements On Brand Hate: Exploring Emotional Drivers And The Moderating Role Of Brand Popularity SH SAINUDEEN, RK GUTTENA BENGKULU INTERNATIONAL CONFERENCE ON ECONOMICS, MANAGEMENT, BUSINESS AND … , 2025 2025
Why go the extra mile for apple? A dive into brand love and brand jealousy FT Atmaja, L Alfansi, RM Putri, RK Guttena International Journal of Business and Society 26 (1), 117-134 , 2025 2025 Citations: 2
COVID-19 crisis–coping up strategies of companies to sustain in markets RK Guttena, FT Atmaja, CHJ Wu Journal of Asia Business Studies 18 (5), 1366-1387 , 2024 2024 Citations: 1
Intention to use telemedicine services during a health crisis: a motivation‐opportunity‐ability theory approach FT Atmaja, CHJ Wu, RK Guttena, A Honora International Journal of Consumer Studies 48 (3), e13044 , 2024 2024 Citations: 9
The influence of brand-related social media content on customer extra-role behavior: a moderated moderation model RK Guttena, CHJ Wu, FT Atmaja Journal of Product & Brand Management 33 (2), 220-233 , 2024 2024 Citations: 29
Influence of social media interactions on vaccination intention in India: An application of the stimulus-organism-behavior-consequence framework CHJ Wu, RK Guttena, FT Atmaja International Journal of Human–Computer Interaction 39 (15), 3084-3095 , 2023 2023 Citations: 3
Backer funding intention in reward-based crowdfunding: service-dominant logic and stimulus-organism-response perspectives CHJ Wu, FT Atmaja, YC Ko, RK Guttena International Journal of Bank Marketing 41 (2), 289-311 , 2023 2023 Citations: 4
MOST CITED SCHOLAR PUBLICATIONS
The influence of brand-related social media content on customer extra-role behavior: a moderated moderation model RK Guttena, CHJ Wu, FT Atmaja Journal of Product & Brand Management 33 (2), 220-233 , 2024 2024 Citations: 29
Intention to use telemedicine services during a health crisis: a motivation‐opportunity‐ability theory approach FT Atmaja, CHJ Wu, RK Guttena, A Honora International Journal of Consumer Studies 48 (3), e13044 , 2024 2024 Citations: 9
Backer funding intention in reward-based crowdfunding: service-dominant logic and stimulus-organism-response perspectives CHJ Wu, FT Atmaja, YC Ko, RK Guttena International Journal of Bank Marketing 41 (2), 289-311 , 2023 2023 Citations: 4
Influence of social media interactions on vaccination intention in India: An application of the stimulus-organism-behavior-consequence framework CHJ Wu, RK Guttena, FT Atmaja International Journal of Human–Computer Interaction 39 (15), 3084-3095 , 2023 2023 Citations: 3
Why go the extra mile for apple? A dive into brand love and brand jealousy FT Atmaja, L Alfansi, RM Putri, RK Guttena International Journal of Business and Society 26 (1), 117-134 , 2025 2025 Citations: 2
Exploring Foreign Muslim Tourist Preferences in Halal Tourism: A Study of Indonesia’s Halal Market T Romadon, L Alfansi, E Darta, FT Atjama, P Parwito, ME Balbaa, ... Journal of Digital Marketing and Halal Industry 7 (1), 147-170 , 2025 2025 Citations: 1
COVID-19 crisis–coping up strategies of companies to sustain in markets RK Guttena, FT Atmaja, CHJ Wu Journal of Asia Business Studies 18 (5), 1366-1387 , 2024 2024 Citations: 1
Value co-creation in AI-influenced management education: Gamification as a relational mechanism RK Guttena The International Journal of Management Education 24 (3), 101425 , 2026 2026
Premiumization of jewellery: can Tanishq retain its glitter RK Guttena, S Gonela, KC Jonnalagadda Emerald Emerging Markets Case Studies 16 (2), 1-9 , 2026 2026
Is AI and human co-creation a strategic fit for Klarna? P Kondapaka, RK Guttena, H K, RV Rodriguez The CASE Journal, 1-12 , 2026 2026
Instruction Manual: Is AI and human co-creation a strategic fit for Klarna? P Kondapaka, RK Guttena, RV Rodriguez Teaching Notes, 1-8 , 2026 2026
Not just another coffee chain: can Nothing Before Coffee grow without losing its flavor? RK Guttena, S Pahari, K Menghani Emerald Emerging Markets Case Studies 16 (1), 1-8 , 2026 2026
Maruti Suzuki’s strategic foray into the Indian light commercial vehicle market JK Mohapatra, RK Guttena, KC Jonnalagadda The CASE Journal 22 (1), 180-188 , 2026 2026
Hidden Champions of India T Revathi, RK Guttena, K Hemachandran Hidden Champions in Rising Economies: The Undiscovered Roads to the Future … , 2026 2026
Instruction Manual: Maruti Suzuki’s strategic foray into the Indian light commercial vehicle market JK Mohapatra, RK Guttena, KC Jonnalagadda Teaching Notes, 1-15 , 2026 2026
The Dangote Refinery: pioneering Africa’s energy independence amid challenges RA Andah, RK Guttena Emerald Emerging Markets Case Studies 15 (4), 1-8 , 2025 2025
Kalki 2898 AD : the narrative dynamics and strategic challenge RK Guttena Emerald Emerging Markets Case Studies 15 (4), 1-9 , 2025 2025
From herbs to hazards: Patanjali’s leap into insurance JK Mohapatra, RK Guttena, K Menghani Emerald Emerging Markets Case Studies 15 (4), 1-8 , 2025 2025
“Your Film”–a leap toward co-creation in the film industry RK Guttena, S Pahari Emerald Emerging Markets Case Studies, 1-18 , 2025 2025
Impact Of Misleading Advertisements On Brand Hate: Exploring Emotional Drivers And The Moderating Role Of Brand Popularity SH SAINUDEEN, RK GUTTENA BENGKULU INTERNATIONAL CONFERENCE ON ECONOMICS, MANAGEMENT, BUSINESS AND … , 2025 2025
