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Comedy and parody in rock and metal music have been around since the genre's inception. The Italian comedic music genre known as rock demenziale employs the use of nonsense and surrealism which turns conventions upside down. The demenziale has also attracted a slew of bands that employ this humour within the heavy metal genre, most famous of which is the Roman band Nanowar of Steel. With their jabs at Manowar and power metal bands, they place mundane activities and characters into the grandiose medievalist and fantasy worlds commonly used by those bands to the point of absurdity. However, with humour being deeply culture-specific, jokes that draw from a country's pop culture and makes extensive use of puns may be lost to an audience not familiar with that culture. Nanowar of Steel's unique position of having songs written in seven languages, primarily English and Italian, allows us to take a deeper look at how language and humour interfaces with the local and global metal scenes.

The case study “PVR Limited at a Crossroads” has been designed with the requirements of strategic management. The learning objectives are as follows:

• Situational analysis – understand the global and Indian media and entertainment industry PESTEL.

• Strategic planning – internal and external environmental analysis – strength, weakness, opportunities and threats (SWOT) analysis helps in achieving the strategic plan.

• Strategy development – to accomplish the turnaround plan, various alternatives are developed; choosing from the possible alternatives is a part of strategic planning.

PVR Limited (PVR) is the largest premium film exhibition company in India. In their annual report for 2019–2020, Chief Executive Officer Gautam Dutta acknowledged, “It was the first time in our more than two-decade history that we witnessed over 100 million patrons entering our premises in a year”. However, with the onset of Covid-19 pandemic in January 2020, things changed for the entertainment industry in India. There were fears of an eminent third wave and the detection of a new Covid-19 variant, Omicron, added to these fears. Being a major player in the game, PVR felt the impact. And even when the business started to reopen, social distancing remained a concern and ticket sales were impacted. Over-the-top viewership rose dramatically at the cost of the multiplex. The lockdown halted film productions worldwide, leading to a shortage of content. Other revenue streams, such as food and beverage, convenience fees and advertising, also came to a halt. Given the circumstances, Dutta was facing the twin dilemma of how to bring customers back to cinema in a post-pandemic world without in any way compromising the security of its patrons and keeping costs under control while investing in social distancing, safety measures and entertainment infrastructure to enhance the cinematic experience.

This case was written for use in Strategic Management classes at the undergraduate and MBA levels. It can be used in both management studies and executive development programs. It is suitable for courses on strategic management and strategic planning focusing on a turnaround strategy. Additionally, the case could be used in consumer behaviour courses in management as the focus of the case is well aligned with discussions related to change in consumer behaviour.

Teaching notes are available for educators only.

CSS 11: Strategy.

Arjun Sekri, a professional-turned-entrepreneur, set out to establish the first branded gourmet industrial bakery in Bengaluru, India in late 2002. His lack of experience in the unorganized food and beverages industry did not deter him from establishing a highly popular industrial and retail bakery chain called “Daily Bread”. The case is about his roller coaster ride in establishing a premium retail food brand in India. Though many of the stores did reasonably well, many things went wrong predominantly on the operations front due to the severe impact of global price inflation, manifested by high real estate rentals, raw material, packing and logistics costs and wage costs. After two years of rapid expansion, in order to curb the bleeding bottom line, Arjun decided to shut down all the newly created stores and production units except the one in Bengaluru which was doing well. By late 2009, the dilemma Arjun faced was what should he do next?

The case study is based on primary data collected from the protagonist and a few other stakeholders involved in the case along with secondary data from published sources.

Entrepreneurship courses at MBA level or executive programs.

The case deals with the life cycle management of a venture with special emphasis on opportunity evaluation, setting up, funding and stakeholders selection.

This paper aims to ascertain Indian consumers’ corporate social responsibility (CSR) perceptions; an affinity for stipulated causes and perceived fit between cause and industry in the current mandatory CSR era in India.

Primary data was collected through an online survey from 1,251 consumers via quota sampling and snowballing, across 36 Indian cities.

The findings indicate no skepticism, positive CSR support and company evaluation. Indian consumers have the greatest affinity for environmental protection. Segments of socially, environmentally and culturally conscious consumers were found. Under quasi-experimental conditions of CSR fit and cause-affinity, positive purchase intention is exhibited across fast-moving-consumer-goods sectors; in which case CSR perceptions cease to have a significant impact on purchase intention.

This result contributes to understanding Indian consumers’ perspective in the mandatory CSR era and adds to the literature on strategic CSR and communication by segmenting consumers by cause affinity.

CSR practitioners could align with consumer-relevant causes that fit with their company’s core business, as controllable initiatives, instead of depending on positive, but less controllable, CSR perceptions of consumers. Implications of the findings on CSR policymaking by the government are also discussed.

The mandatory CSR law has been viewed as a burden by corporate India. This research implies that it may be possible to look at it as an opportunity for strategic CSR, to create a win-win situation for both business and society.

One of the first studies on cause-affinity and CSR fit among Indian consumers using the government stipulated list of causes.

HAS BRITAIN really lost its sense of purpose? Has it no noticeable industrial policy?

The corrosive power of solder pastes is studied by implementing a new method compatible with the common rules of use. The entire methodology is fully described. The results show evidence of corrosion with some solder pastes that have been identified by microscopic and EDX analysis. The corrosion mechanism is ‘mouse bite’ and conductive anodic filaments. A ranking of the different solder pastes tested is given and pass criteria for this new method of evaluation are proposed.

BASF Farben + Fasern AG, Muenster, has acquired the Mobil Chemicals plant at Tiel, Netherlands, which becomes part of its newly formed subsidiary company, BASF Coatings BV. One hundred and twenty‐five people are employed at the plant, which manufactures industrial paints, container coatings and coatings for polypropylene film.

Douglas Naismith, 24, has been appointed technical representative by Butinox Timber Finishes Ltd.

This work demonstrates the development of a robot, which was designed for the orbital welding of pipes.

The robot consists of a small car pressed against the pipe by means of chains, which are used by the robot to move around it. To provide all necessary torch movements, the robot must have four degrees of freedom: torch travel speed, stick‐out, torch angle and lateral motion. Thus, using a look‐up table‐which was specially designed to this application‐it is possible to follow the optimal parameters (voltage, current, welding speed, torch angle and stick‐out) for each welding position (flat, vertical and overhead).

The robotization of the orbital welding process brings enhancement in the final product quality, considerable increase of repeatability, reduction of rework and reduction of the weld execution time. At the very least, the robot is capable to reproduce the weld bead of the best human welder, through the use of the same paramenters contained in a table.

The use of this robot in welding with GMAW proved to be extremely viable. It was shown that the bead shape did not suffer great variations from one welding postion to another, thanks to the use of a gradual change of parameters.

Although, by RIA definition the devices for the orbital welding shown in literature up to now are not robots, the developed device can be called a robot due to its capability of being completely programmable and automatically carrying through all welding activities.