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Marketing.
Abstract
Subject area
Marketing.
Study level/applicability
The case is aimed at Business Administration students.
Case overview
Udaipur based Aavaran – the echos of rural India – is a concept by COS-V, a leading non-governmental organization (NGO), which aims at connecting the tribal women of rural India with the mainstream. The NGO, set up in 1988 by Smt. Girija Vyas, was initially involved in imparting vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her interest in textiles and crafts led to the genesis of the concept “Aavaran”. Aavaran is a retail outlet which was opened with a vision to provide the Indian market with traditional yet contemporary textiles and clothing. It offers a collection of women's and children's clothing and home textiles using a variety of traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. The raw materials – the textiles, grey fabrics, etc. – are sourced directly from the rural weavers and artisans across India. The case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts.
Expected learning outcomes
The case will familiarize management students with the concept of niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning through its traditionally developed products. It will also acquaint students with a basic understanding of a supply chain with a cooperative firm in focus.
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.
Details
Keywords
Malay Krishna and Vasant Sivaraman
The case includes links to video clips on textile and apparel manufacture to familiarize students with the textile manufacturing process. The case also provides links to audio and…
Abstract
Supplementary materials
The case includes links to video clips on textile and apparel manufacture to familiarize students with the textile manufacturing process. The case also provides links to audio and video clips of the case protagonist discussing the strengths and weaknesses of the cluster at IK.
Learning outcomes
The case offers opportunities for the learner to analyze the situation from three cases as follows: industry, cluster (broadly location) and firm. Specific teaching objectives are as follows: How to identify and analyze the drivers of competitiveness of a cluster. Assess the strength of clusters using Porter’s Diamond framework. Map the linkages between players of a cluster as follows: across firms, industries and public organizations. Benchmark and compare clusters to identify opportunities for upgrading competitiveness.
Case overview/synopsis
The case describes the challenge facing Mr Nikunj Bagdia, the owner and chief executive of Ken Enterprises Private Limited (Ken), a textile manufacturing unit located in the town of Ichalkaranji (IK), in October of 2019. IK boasts the largest number of cutting-edge air-jet looms in India and Ken is IK’s largest exporter of woven textile fabrics. However, IK lags the textile and apparel manufacturing cluster of Tiruppur, in another region of the country. The case enables a microeconomic analysis of the business environment of industrial clusters and a cluster mapping exercise, which helps identify opportunities for enhancing IK’s textile cluster. As the case closes, Nikunj is trying to prioritize opportunities that could emerge from the analyzes.
Complexity academic level
Masters/MBA level courses on competitiveness, strategy for economic development and microeconomics of competitiveness.
Subject Code
CSS 11: Strategy.
Details
Keywords
Fatima Hamdulay and Himanshu Vidhani
Lean thinking and organizational culture
Abstract
Subject area
Lean thinking and organizational culture
Study level/applicability
MBA, Executive Education, Post Graduate Diploma
Case overview
The case details the adoption of lean thinking at K-Way, a contemporary technical textile manufacturer of outdoor apparel and accessories. The case covers the 12-year journey at K-Way, detailing the process and cultural improvements the company underwent. The case closes as Bobby, the General Manager at K-Way, thinks about his new challenges. The CEO of K-Way’s parent company, Cape Union Mart, wants Bobby to start devolving the lean thinking approach to other units within Cape Union Mart, in particular a newly acquired and under-performing children’s clothing business. Bobby is excited at the prospect, but simultaneously anxious about the work that still needs to happen at K-Way and more importantly, whether the organization is ready for his, and his key consultant-coach’s withdrawal as the primary “voices” of lean thinking. Would there be a reversal of progress in their absence and how can they counter this?
Expected learning outcomes
Understanding lean thinking as a management system and not a mere set of tools for waste reduction, while recognizing the importance of waste reduction. An understanding of how to entrench lean thinking in an organization after initial adoption with specific emphasis on the following: Kata and scientific thinking – what it is and how it can be employed; Hoshin Kanri/Strategy Deployment – what it is and how it can be used; Leader Standard Work, what it is and how it can be used. Consider responses for a company that has been on a lean journey for 10 years, with a focus on how (or if) lean leaders can withdraw from the operation.
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: 9: Operations and logistics
Details
Keywords
Saral Mukherjee, Abhishek and Soundarya Balasubramani
Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on…
Abstract
Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.
Details
Keywords
The case has practical value exhibiting forces creating sustainable livelihood at grassroots level and at the same time depicting how business and social goals can be reconciled…
Abstract
Learning outcomes
The case has practical value exhibiting forces creating sustainable livelihood at grassroots level and at the same time depicting how business and social goals can be reconciled through innovative mechanisms.
Case overview/synopsis
The case covers the journey of a social enterprise lead by a woman entrepreneur, run by women workers and providing livelihood to several rural women entrepreneurs through providing skill development training in making hand-made jute bags.
Complexity academic level
MBA and BBA
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 3: Entrepreneurship
Details
Keywords
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…
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.
Details
Keywords
Tim Calkins, Kara Palamountain, Aniruddha Chatterjee, Robert Frantz, Elizabeth Hart, Sean Mathewson and Gabriela Perez-Hobrecker
It is January 2014, and the case protagonist, David Milestone (senior advisor at the Center for Accelerating Innovation and Impact at the U.S. Agency for International…
Abstract
It is January 2014, and the case protagonist, David Milestone (senior advisor at the Center for Accelerating Innovation and Impact at the U.S. Agency for International Development's Global Health Bureau), is preparing for a meeting of global stakeholders and pharmaceutical manufacturers who are interested in reducing mortality caused by childhood pneumonia and are prepared to donate $10 million to support this effort.
Milestone's goal is to propose a strategy to address childhood pneumonia in Uganda, toward which the $10 million donation would go. In addition to effectively and sustainably reducing childhood pneumonia deaths, the plan must align the interests of various stakeholders behind the problem. A successful strategy in Uganda could be a model for interventions elsewhere. The United Nations Commission on Lifesaving Commodities for Women and Children recently identified Uganda as a “pathfinder” country, meaning it could serve as the example for other countries wrestling with the same issues. This is a remarkable opportunity to change the lives of children in Uganda—and all around the world.
After reading and analyzing the case, students will be able to:
Perform a stakeholder analysis
Appreciate the challenges involved in improving public health, especially in developing countries
Create a patient journey and use it to identify potential impact points
Perform a stakeholder analysis
Appreciate the challenges involved in improving public health, especially in developing countries
Create a patient journey and use it to identify potential impact points
Details
Keywords
Melodena Stephens Balakrishnan
Aramex PJSC: carving a competitive advantage in the global logistics and express transportation service industry.
Abstract
Title
Aramex PJSC: carving a competitive advantage in the global logistics and express transportation service industry.
Subject area
Entrepreneurship, International Business, Strategy.
Study level/applicability
Post-graduates, Practitioners.
Case overview
This case chronicles the Aramex PJSC story of entrepreneur Fadi Gandhour. The case looks at the new start-up, its growth and financing plans for expansion and how it got a competitive advantage in an industry dominated by big players. Aramex, as of 2012, was the only Arab company to have successfully listed on the NASDAQ Stock Exchange. After 30 years at the helm of the company, Fadi Ghandour, the Chief Executive Officer (CEO), was stepping down and was being succeeded by regional head, Hussein Hachem, the CEO of Middle East and Africa. Aramex had a competitive edge in emerging markets, and Fadi and Hussein knew that the route to sustainable growth was to capitalize on this opportunity using organic growth, acquisitions and strategic alliances.
Expected learning outcomes
Strategy included looking at gaining a competitive advantage in the Middle East, North Africa, South Asia and other emerging markets. Lessons are provided on capitalization of opportunity, funding and creating an organization culture that is sustainable and reflects the Founder's ideal.
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.
Details
Keywords
Familiarize with the retail operations of handicrafts, facility location problem, apply multi-criteria decision through the goal programming approach and solving the same with MS…
Abstract
Learning outcomes
Familiarize with the retail operations of handicrafts, facility location problem, apply multi-criteria decision through the goal programming approach and solving the same with MS Excel.
Case overview / synopsis
The case portrays a dilemma in the context of retail operations of a small-scale handicraft company known as Odisha Craft. Located in Odisha, Susanta Mohanty, the owner, was finding it a challenge to decide on the most promising location for his new retail outlet in the neighbouring city of Kolkata. He had five choices for the locations. Odisha craft was established by his father-in-law in 2009 with an objective to preserve and promote the rich culture of the handicrafts designed by the local artisans and ensure sustainable rural livelihood. The company had been facing numerous challenges and the pandemic has given a very formidable blow to the monthly revenues. The case brings out the multi-faceted dilemma of deciding on the facility location in 2020, involving a set of conflicting criteria. The case unfolds a systematic solution approach resolving the dilemma using MS Excel.
Complexity academic level
Courses such as operations research, operations management, service operations and retail operations for MBA students and trainings for junior-middle level executives.
Supplementary materials
Teaching notes are available for educators only.
Subject code
CSS 09: Operations and Logistics
Details
Keywords
Caren Scheepers, Lyal White and Adrian Kitimbo
Leadership; Political Economy; Strategy; Entrepreneurship.
Abstract
Subject area
Leadership; Political Economy; Strategy; Entrepreneurship.
Study level/applicability
Masters in Business Administration (MBA); MPhil in Strategic Leadership.
Case overview
On 5 February 2016, South African entrepreneur Jannie Van Eeden faced a dilemma about whether to expand his current businesses or not. He had to choose between focusing exclusively on hospitality and tourism or dividing his time and resources between the tourism business and expanding his existing logistics business. Expansions to his logistics business would entail investing in a warehouse and supplying fresh produce to the lodges in the wider area of Lake Malawi where he was based. Van Eeden realised that he needed to take into account the political economy of Malawi in unpacking the contextual variables related to his decision. Various stakeholders’ roles are illustrated in the case, for example the government’s role in enabling entrepreneurial businesses as well as the investments made by foreign organisations and international donors.
Expected learning outcomes
Development of leaders who can take contextually intelligent decisions. Insights into conducting Political Economy analysis to enable doing business in Africa.
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 7: Management Science.
Details