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1 – 10 of 15Quality management among multiple business units of a large organization is often difficult if each unit is run independently in terms on their quality standards. In this case…
Abstract
Quality management among multiple business units of a large organization is often difficult if each unit is run independently in terms on their quality standards. In this case, participants will discuss how Bukhari Group of Companies should establish a common brand image through standardized quality. Participants should also understand that common brand image for diverse products does not mean identical level of rejection or customer complaints. It should be understood that different markets have different tolerance for product failures. The participants can chalk out the measures the protagonist of the case should be able to take to effectively steer the Bhukari Group to achieve profits and excellence.
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Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide…
Abstract
Structured abstract
Rendering digital services have taken centerstage in the current ICT for development discourse. E-Government services are mostly under this discourse with the aim to provide citizen centric services in the public domain. Business and development organizations alike are also investing in developing their own digital infrastructure for rendering services to its stakeholders. This case describes scenario in which a cooperative organization wishes to use digital infrastructure and provide digital services to its farmer members. The cooperative continued investing in ICT since the last couple of decades and constantly upgraded it to ease the transaction and bring efficiency and reduce information asymmetry. This had greatly benefitted the members. However, the cooperative is aware that its communication network built on the wireless medium has its own limitations in introducing new services and integrating its databases and applications. The cooperative took note of “Digital India (DI)” initiatives to provide digital services to rural areas and build an ecosystem to empower the citizens in its governance set up. This DI policy has implicit provisions of better networking protocols with improved bandwidth. The organization has a dilemma to continue with investing its own resources or explore possibility of piggybacking on the DI initiative. The cooperative wished to examine the total cost of ownership in either case and assess the feasibility of converging with the infrastructure created by the government.
Case synopsis
The Government Information Technology Policies are increasingly favouring citizens and in favour of shared infrastructure and services. It is worth the examination to evaluate strategies to deploy IT infrastructure and services with optimized cost and better returns in an enterprise. This is far more important for a social enterprise like AMALSAD cooperative (user-owned firm) that has deployed its own IT infrastructure and ITeS. AMALSAD cooperative deployed its IT assets long back and in the meanwhile, the Government policy is in favour of providing services over the internet.
Leaning objectives
The case serves to help students to understand the theoretical concept of Enterprise information systems infrastructure and services. It brings to the students understanding: the drivers of IT infrastructure to provide digital services; challenges that would make the social enterprise (in this case user-owned firm) to understand the opportunities and challenges of deploying the right digital infrastructure and get services on demand. The case presents the scenarios for the students to deliberate and find answers to the right approach for estimating the total cost of ownership (TCO).
Social implications
The case situation presents a scenario for digital government services. Most of the customer-facing enterprises including social enterprises are also providing digital services. It is important that such services converge at an optimized TCO.
Complexity academic level
Masters in Business Administration with a concentration in Information Systems.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 7: Management Science.
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In the wake of the December 2015 Paris COP21 (Conference of Parties), and India's announced renewable energy commitments, Reliance Power is reviewing its renewable energy…
Abstract
In the wake of the December 2015 Paris COP21 (Conference of Parties), and India's announced renewable energy commitments, Reliance Power is reviewing its renewable energy investments to arrive at a long term strategy for the role of renewable energy in its power generation portfolio and the financing of renewable projects. The case reviews the Indian government's policies to promote renewable energy; the evolution of the renewable energy sector; and Reliance Power's financing of renewable energy investments. The case requires identification of alternative long term strategies and their financing implications. This case serves as an introduction to renewable energy from the perspective of Reliance Power, a large private power generator of the country. These projects also provide a learning opportunity for Reliance Power to deal with fast evolving renewable technologies.
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After reading and discussing the case, the participant would be able to: comprehend business expansion strategies and challenges of an entrepreneur dealing with handicraft and…
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Learning outcomes
After reading and discussing the case, the participant would be able to: comprehend business expansion strategies and challenges of an entrepreneur dealing with handicraft and artefacts, digital marketing, entrepreneurship and marketing strategy; understand how a comprehensive digital marketing plan for the business is developed; discuss the pros and cons of digital marketing.
Case overview/synopsis
The handloom and handicraft industry has been the backbone of India’s rural economy for decades. It is one of the largest employment generators after agriculture, providing livelihood to country’s rural and urban population. The protagonist in the case had a strong inclination towards various art and craft forms, and her passion led her to start her venture – Guthali, wherein she sourced various handicrafts and handlooms from local artisans and after adding value to the fabric or art form through painting, block printing, etc., marketed it to the customers. However, the marketing was full of challenges, with brands like Fab India, enjoying high awareness and customer base. This case highlights the challenges faced by the protagonist to market Indian handicrafts and handloom in the urban market. The readers of the case would be able to learn about various stages involved in developing digital marketing strategies.
Complexity academic level
This case is suitable for postgraduate courses in digital marketing and entrepreneurship to understand the entrepreneurial challenges and come up with digital marketing solutions. This case is equally suitable for management development programmes on how digital marketing can help entrepreneurs grow their businesses.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 8: Marketing.
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Srinivas Rao Pingali and Grishma Shah
The main objective of this marketing strategy case is to understand why and how a firm should evaluate and rework its own business to stay competitive and aligned with external…
Abstract
Learning outcomes
The main objective of this marketing strategy case is to understand why and how a firm should evaluate and rework its own business to stay competitive and aligned with external market forces.
Case overview/synopsis
Technical Solutions Group (TSG), was the India-based technical support division of Quatrro Global Services and focused on providing support to customers of large Original Equipment Manufacturers (OEMs) and software developers around the globe. Because of the increased competition and structural changes at the customer end, the business was facing flattened revenue growth and a drop in margins. TSG had to make strategic decisions on how to continue the business, either within the current paradigm of being a business to business business or transforming into a business to consumer business leveraging digital technology.
Complexity academic level
This case can be used in an undergraduate (upper level) or graduate-level course on marketing strategy, digital strategy or strategic management.
Supplementary materials
Teaching Notes are available for educators only.
Subject code
CSS 11: Strategy.
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Neeraj Pandey and Sandesha Shinde
The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics…
Abstract
Learning outcomes
The learning objectives of this case study are to understand business-to-business (B2B) marketing in a logistics organization; apply go-to-market (GTM) strategy in the logistics industry; design B2B distribution strategy so as to enhance geographic penetration; and develop digital marketing strategies in the logistics industry.
Case Overview/Synopsis
V-Xpress is a leading B2B player in the express cargo category in the Indian logistics industry. In March 2017, Sachin Nair, Head of V-Xpress Marketing, was presenting three different GTM strategies to the CEO for the new Assured Timely Movement services. He wanted CEO views on each of them so that he can choose the best one. Sachin was also trying to find a solution to backhaul problem in eastern India. The resolution of this problem would have helped V-Xpress to become a truly pan-India B2B logistics company. Sachin was also revamping the digital marketing strategy as part of ambitious V-Xpress marketing strategy. These initiatives were taken as part of CEO’s vision for reaching annual revenue of INR 10bn by 2020. Sachin was thinking about various options so as to implement these changes with least investments.
Complexity academic level
This case study can be used in B2B marketing, marketing management and marketing strategy course of an MBA program.
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: 8: Marketing
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Gerry Yemen, Gal Raz and Martin N. Davidson
Supply chain network design choices and the challenges in implementing and understanding how alternatives influence firm performance are key management skills that can be applied…
Abstract
Supply chain network design choices and the challenges in implementing and understanding how alternatives influence firm performance are key management skills that can be applied to the case of a global company, Kulicke and Soffa Industries, Inc. (K&S), and its expansion strategy. Suitable for the MBA, EMBA, GMBA, and executive education programs, the case explores the decision to expand the company's tool bonding capacity in order to manage its growth. The question becomes whether to grow current operations in Yokneam Israel or seek alternative sites. And if it was decided to seek a location outside of Israel, where exactly should the company go?
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G Raghuram and Souhardhya Chakraborty
This case focuses on the issue of additional fleet acquisition by Ispaat Parivahan Limited (IPL) for its contract obligation fulfilment with Solid Steel Limited. As per contract…
Abstract
This case focuses on the issue of additional fleet acquisition by Ispaat Parivahan Limited (IPL) for its contract obligation fulfilment with Solid Steel Limited. As per contract, IPL was to transport overall 15,000 tons per month (tpm) till July 31, 2015 to the North and West. But IPL failed to uphold its part of the contract and fell short of the target for the North. IPL could transport only 12,800 tpm, leading to a penalty payment. To avoid this, the company proposed acquisition of more fleet. One of the issues was additional time due to return loads. The Board wanted IPL to assess scenarios with and without return loads.
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Sunil Chopra, Scott D. Flamm and Waikar Sachin
A midwest hospital purchases new CT Scanners which are much faster than the existing technology. Processes in the radiology department are optimized to the older, existing…
Abstract
A midwest hospital purchases new CT Scanners which are much faster than the existing technology. Processes in the radiology department are optimized to the older, existing scanners and technicians are unable to take full advantage of the new scanner speed. The hospital finds itself working to change the processes to suit the new scanners capabilities and take full advantage of their speed.
This case allows students to analyze process capacity and time performance in different settings and understand how process structure impacts both operational and financial performance.
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Abdul Rehman Shaikh and Asad Ali Qazi
The learning outcomes are as follows: to understand the process of procurement and describe the process of supplier selection; to understand the importance of vendor selection…
Abstract
Learning outcomes
The learning outcomes are as follows: to understand the process of procurement and describe the process of supplier selection; to understand the importance of vendor selection criteria and develop the same; and to develop the framework for steps involved in vendor selection.
Case overview/synopsis
Jelani was working in his office over weekends to select the supplier and finalize the contract for installation of SMD LED screen. It was going to be one of its kind in town, and the first ever project for the organization. He was working as procurement manager at Universal Ad Agency and based in their office at Hyderabad. Jelani had already missed the deadline of installation, and he knew that he was not going to get any extension in deadline for the second time. He had visited the markets of Lahore and Hyderabad to source out the best supplier. He had to prepare a strong case and present to CEO. With all the data available, would Jelani be able to select the best evaluated supplier from among the recently sourced out suppliers?
Complexity academic level
MBA elective courses of Purchase & Supply Management, and Operations Management.
Subject code
CSS 9: Operations and Logistics
Supplementary materials
Teaching Notes are available for educators only.
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