Search results

1 – 7 of 7
To view the access options for this content please click here
Case study
Publication date: 26 October 2016

Amarpreet K. Singh Ghura and Amit Karna

This case describes a situation in which Malkit Singh Bal (Bal) partner of Bal Roadlines shares with Mr. Ghura, who was about to be hired as consultant for Bal Roadlines…

Abstract

This case describes a situation in which Malkit Singh Bal (Bal) partner of Bal Roadlines shares with Mr. Ghura, who was about to be hired as consultant for Bal Roadlines, about the rise in issue of fraud and crime done by the fleet drivers and asked him to help a way out to solve the problem. The purpose of this case is to provide an opportunity to the participants of an MBA or Management Executive Education Programme to step into the shoes of Ghura, a consultant and to explore the options and to select the best possible option to offer a solution to Bal. The context for this involvement is the rise in fraud and crime done by the fleet drivers.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

To view the access options for this content please click here
Case study
Publication date: 28 August 2017

Amarpreet Singh Ghura

Entrepreneurship, new venture management, new venture planning.

Abstract

Subject area

Entrepreneurship, new venture management, new venture planning.

Study level/applicability

The case involves various issues within entrepreneurship and the new venture management field such as business model, SWOT analysis, Pros and Cons analysis and challenges faced during the idea commercialization phase. Thus, this case can be used for covering multiple perspectives related to entrepreneurship and new venture planning. This case is useful for discussion in a session on opportunity recognition at ideation stage. This case is also ideal to teach the “Business Model Canvas”, which is fast gaining centre-stage for modern enterprises. The case also covers issues within strategic management such as what actually constitutes a strategy.

Case overview

The case is based on a field study and primary data collected by interviewing the co-founder of the portal www.drivers420.com. This case describes a situation in which Malkit Singh Bal (Bal) Partner of Bal Road lines shares with Mr Amarpreet Singh (Singh), who was about to be hired as a consultant for Bal Roadlines, information regarding the rise in fraud and crime carried out by fleet drivers and asks him to help him find a solution to the problem.

Expected learning outcomes

Prepare a “Business Model Canvas” for the successful operation of business by identifying intended customer segment, value proposition, cost structures and revenue streams. Conduct “Pros and Cons” analysis for starting a business. Conduct “SWOT” analysis for starting a business. Understand what actually constitutes a strategy and understand the five elements constituting strategy.

Supplementary materials

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

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study
Publication date: 5 June 2020

Amarpreet Singh Ghura and Ishwar Kumar

Through a discussion of the case, students will be able to conduct “Pros and Cons” analysis for entering a new market. Conduct “SWOT” analysis for entering a new market…

Abstract

Learning outcomes

Through a discussion of the case, students will be able to conduct “Pros and Cons” analysis for entering a new market. Conduct “SWOT” analysis for entering a new market. Explain how to create a Blue Ocean Market Space, by implementing the concept of value-innovation. Demonstrate the role of “strategy canvas” and “The four action framework” in creating Blue Ocean Market Space.

Case overview/synopsis

This case describes a situation in which Vivek Vyas (Vyas) and Vimal Popat (Popat) first generation entrepreneurs starts their venture shradhanajali.com in June 2011. The monthly revenues range in between INR 75,000 and INR 80,000. Shradhanjali.com has garnered customers from major parts of India, USA, Canada, UK and Africa. It was in 2019 when Vyas and Popat co-founders of Shradhanjali.com were in their office at Rajkot, Gujarat reading an article in financial express, which had a mention of India’s 10 most wacky startups which used technology and internet to get closer to users. One of the startups reported by financial express was offering people to book cremation for the funeral of the deceased loved ones. Looking at the article Popat thought to enter a new market space by mid of 2020, where new offering to customers to book online pujas across temples in India on the birth and death anniversaries of their loved ones. The purpose of this case is to provide an opportunity for the participants to make use of management tools such as Pros and Cons; and SWOT analysis to decide whether shradhanjali.com should penetrate more into this world of e-commerce and offer online puja service to their customers. However, the two co-founders are undecided whether to add online puja service in their service portfolio as they do now know the way forward to convert the idea of online puja into a viable business? Participants need to take into consideration the data given for shradhajali.com and make assumptions and resolve the dilemma through which Vyas and Popat are going through.

Complexity academic level

The case involves various issues with first generation online startup in strategic management field such “Pros and Cons” analysis and challenges faced during the new market creation phase. Thus, this case can be used for covering multiple perspectives related to blue ocean strategy (e.g. application of strategy canvas and the four action framework).

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

To view the access options for this content please click here
Case study
Publication date: 29 March 2017

Amarpreet Singh Ghura and Vijaya Sherry Chand

In July 2016, Baba Iqbal Singh Kingra Ji, Chairperson, The Kalgidhar Trust-Society (TKTS), a non-profit social development organization based in Himachal Pradesh, India…

Abstract

In July 2016, Baba Iqbal Singh Kingra Ji, Chairperson, The Kalgidhar Trust-Society (TKTS), a non-profit social development organization based in Himachal Pradesh, India, wanted a plan for expanding the rural school activities of TKTS. In 2012, TKTS had fixed a target of 500 academies with 250,000 students to be achieved by 2020. As of 2016, it ran 129 schools that catered to 62,000 students. Apart from continuing with its donations and bank loan-based model, TKTS could explore franchising, entering into management contracts with existing schools, lease in land, or enter into public-private partnerships with the government.

Content available
Article
Publication date: 12 August 2019

Sonia Bharwani, David Mathews and Amarpreet Singh Ghura

This study aims to explore the reasons for the rise of independent, stand-alone restaurants and ascertains the benefits of outsourcing food and beverage (F&B) in luxury…

Abstract

Purpose

This study aims to explore the reasons for the rise of independent, stand-alone restaurants and ascertains the benefits of outsourcing food and beverage (F&B) in luxury hotels in India from the perspectives of the strategic partners involved in such an alliance. The study also proposes different formats for F&B outsourcing in luxury hotels.

Design/methodology/approach

An exploratory study was carried out by collecting primary data from 16 Hotel General Managers and F&B operations experts through qualitative, semi-structured, personal and in-depth interviews. NVivo12 software was used to carry out a qualitative thematic analysis of the data. The primary data collected were triangulated with secondary data gathered through literature review of academic papers, industry reports and studies on the trends of restaurants in luxury hotels being outsourced.

Findings

The study focusses on the antecedents of the rise of stand-alone restaurants in the Indian hospitality industry. To combat the competitive disruption arising because of this trend, the study posits the business model innovation of outsourcing F&B operations in luxury hotels.

Practical implications

The benefits of a strategic alliance from the perspective of both parties – the luxury hotel and Michelin-star chef or branded/marquee restaurant – are elucidated. Further, three broad formats, which can be adopted for speciality restaurant outsourcing are also proposed. Practitioners, researchers and educationists in the hospitality industry would find the implications of this study useful in the context of the present customer-centric business environment where hotels are constantly striving to meet the exponentially rising bar of guest expectations in an increasingly globalised milieu.

Originality/value

The study proposes a preliminary road map for internationalisation of F&B operations through the business model innovation of outsourcing operations of in-house specialty restaurants by luxury hotels in the Indian context.

Details

Worldwide Hospitality and Tourism Themes, vol. 11 no. 4
Type: Research Article
ISSN: 1755-4217

Keywords

To view the access options for this content please click here
Case study
Publication date: 10 October 2016

Amarpreet K. Singh Ghura and Abhishek

This case describes a situation in which Vivek Vyas and Vimal Popat conceive an idea to start an online obituary advertising platform. Vyas and Popat then discuss the…

Abstract

This case describes a situation in which Vivek Vyas and Vimal Popat conceive an idea to start an online obituary advertising platform. Vyas and Popat then discuss the possible ways to start an online obituary advertisement platform. The purpose of this case is to provide an opportunity to step into the shoes of Vyas and Popat and explore the best possible option to offer an alternate solution to print obituary advertisement. The case provides the context for students to examine alternate options for the print obituary advertisement amidst lack of entrepreneurial experience of Vyas and Popat.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

To view the access options for this content please click here
Case study
Publication date: 10 August 2016

Amarpreet Singh Ghura and Abhishek

In June 2013, redbus.in, a bus ticketing website, was acquired by the Ibibo Group, a subsidiary of South Africa based internet and media firm Naspers Ltd, for USD 135…

Abstract

In June 2013, redbus.in, a bus ticketing website, was acquired by the Ibibo Group, a subsidiary of South Africa based internet and media firm Naspers Ltd, for USD 135 million. Soon after signing the deal, Phanindra Sama - CEO and co-founder of redBus, went for a holiday to London along with his parents. Sama remained incommunicado during the 10 day trip by not acquiring a local number and not accessing his emails. During Sama's absence, senior management team of Alok Goel and Satish Gidugu at redBus along with three mid-level managers submitted their resignation. Apart from employees of redBus, the Ibibo takeover team was also ‘foxed’ as desperate calls and emails to Sama elicited no response. This case examines the chaos created due to Sama's absence and helps in understanding the issues when a technology start up is acquired.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

1 – 7 of 7