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This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.

Marketing, strategy.

This case is suitable for post graduate and executive development students.

The case provides perspectives of customer centric practices of Yes Bank which has the objective of becoming the best quality bank of the world in India. The case study outlines how Yes Bank has become the fastest growing bank by its strong focus on customers through its committed and innovative employees. The customer centricity develops strong existing relationships and focuses on providing exceptional customer service, leading to better financial performance.

These include: highlighting the characteristics of customer centric organizations; discussing how Yes Bank practised customer centricity despite the limitation of being a new bank with no experience; describing the key differentiators and comparing with those of other banks; and establishing the relationship between customer centric practices with financial performance.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

The case describes the first four years of Dhruva, a tax advisory firm set up by Dinesh Kanabar, ex-Deputy CEO of KPMG. Dinesh and other founding partners had worked with the Big-4 firms and were familiar with some of the tensions in the overall ecosystem of Professional Services Firms. Dinesh wanted to build a distinctive professional service firm driven by values of cooperation, high quality work, transparency and stewardship. Very early in its journey, Dhruva's founding team decided that they would use organizational culture as the North Star for guiding decisions related to growth, internal organization design and even admission of new members including Partners. The first four years turned out to be highly successful for the firm. Since inception, it was ranked as Tier-1 firm in the tax advisory space. It was apparent that the firm had succeeded in building a model of alternate organizational paradigm for professional service firms. The next challenge was to test the scalability of this model as the firm embarked on an ambitious growth journey.

The subject area is operations management.

The case is to be used at master’s level, for example, MBA courses on operations management, operations research, logistics management and supply chain management.

It was the morning of 20 September 2012 and the three directors of Distromed Bioclean Pvt. Ltd. were in the office discussing the developments from past night’s meeting with the Rajkot Chapter of the Indian Medical Association. They are a bio-medical waste treatment facility involved in collection, treatment and disposal services and charge yearly subscription fees. On 13 September 2012, fuel prices had gone up consecutively for the second year. Last year, the doctors resisted the fee hike and seemed reluctant this year again. In response, management of the company was looking for ways to minimize the total distance travelled by its fleet to reduce the operating cost.

The paper enables illustration of concepts of routing/scheduling and generation of optimal solutions in a realistic setting; and developing the understanding regarding the travelling salesman problem, Chinese postman problem and the entire family of vehicle routing problems and vehicle scheduling problems.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 9: Operations and Logistics.