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This paper aims to present a new mathematical model for laminated rhombic conoids with reasonable thickness and depth. The presented model does not require the shear correction factor, as transverse strain variation through the thickness was assumed as a parabolic function. The zero transverse shear stress provision at the bottom and the top of rhombic conoids was enforced in the model. The presented model implemented a C⁰ finite element (FE) model, eliminating C¹ continuity requirement in the mathematical model. The proposed model was validated with analytical, experimental and other methods derived from the literature.

A novel mathematical model for laminated composite skew conoidal shells has been proposed. Parabolic transverse shear strain deformation across thickness is considered. FE coding of the proposed novel mathematical model was done. Slope continuity requirement associated with present FE coding has been suitably avoided. No shear correction factor is required in the present formulation.

This is the first attempt to study the bending response of laminated rhombic conoids with reasonable thickness and depth. After comparisons, the parametric study was performed by varying the skew angles, boundary conditions, thickness ratios and the minimum rise to maximum rise (hl/hh) ratio.

The novelty of the presented model is reflected by the simultaneous addition of twist curvature in the strain field as well as the curvature in the displacement field allowing the accurate analysis of reasonably thick and deep laminated composite rhombic conoids. The behavior of conoids differs from that of usual shells such as cylindrical and spherical due to the conoid’s inherent twist curvature with its complex geometry and different location of maximum deflection.

Strategy.

The case can primarily be used for a Strategic Management course for teaching the revival strategies for financially weak plants. The case highlights the need to shift from a product manufacturing perspective to a market orientation perspective and, hence, may add value as an add-on case in a Strategic Marketing course. The case also covers the topic of benchmarking which may be of use in an Operations Management course.

DJSL Ltd. is the largest engineering and manufacturing enterprise in India in the energy-related/infrastructure space in the public sector. Its Lucknow unit, manufacturing porcelain insulators and wear resistant ceramic lining (CERA LINING), has started reporting losses. A change of management took place in October 2015, whereby Mr. S P Singh was appointed as the Head of the Lucknow Unit. Mr. Singh had rich functional experience of 30 years, mainly in the domains of strategy, project execution and commercial aspects. He was asked to come up with a revival plan for the Unit by the top management of DJSL. The case highlights the importance of operational issues in turnaround management.

Students may be encouraged to debate the benchmarking practices that are best suited for the Lucknow unit. They can also discuss the impact of benchmarking efforts upon turnaround strategy. Students are also encouraged to understand the constraints which may limit the success of initiatives impacting operational improvements. Students need to develop the understanding of marketing strategy to perform a SWOT analysis of each product of the Lucknow unit and to sense the business opportunities in and around the environment. Students need to discuss how productivity may be improved with the adoption of appropriate people development strategies. Students are encouraged to discuss the revival/turnaround strategies and to identify the influence of improvement in operational efficiency/productivity upon revival plan.

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: 11: Strategy.

This paper aims to propose an innovative approach to risk measurement for the abolition of selection bias arising from the specious selection of different horizons for investment and risk computation of equity-linked-saving schemes (ELSS).

ELSS has a lock-in period of three years, but shorter horizons’ (daily/weekly/monthly) return data are preferred, in practice, for risk computation. This results in horizon mismatch. This paper studies the consequences of this mismatch and provides a noble solution to diminish its effect on investors’ decision-making. To accomplish this objective, the paper uses an innovative methodology, maximal overlap discrete wavelet transformation, to segregate the price movements across different horizons. Risk across all horizons is measured using Cornish-Fisher expected shortfall and Cornish-Fisher value-at-risk methods.

The degree of consistency of risk-based rankings across horizons is examined by means of the Spearman and Kendall’s rank correlation tests. The risk-based ranking of ELSS is found to vary significantly with the change in investor’s horizon. Precisely, the rankings formulated using daily net asset values are significantly different from the rankings developed using fluctuations over longer horizons (two-four and four-eight years).

This finding indicates that the ranking exercise may mislead investors if horizon correction is not done while developing such rankings.