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Case study
Publication date: 7 April 2014

Mukund R. Dixit

This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case…

Abstract

This case describes the challenges faced by Amul in organising dairy farmers into a co-operative and creating continuous opportunities for value addition. Participants in the case discussion are required to review the developments in the organisation and recommend a strategy for the future.

Details

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

Keywords

Case study
Publication date: 28 March 2014

Shamkant Damle and Debjit Roy

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

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

Keywords

Case study
Publication date: 18 January 2019

Anupama Prashar

The case helps to introduce some of the elements of strategic management process, which are vital for competitive advantage, particularly for the public utility services such as…

Abstract

Learning outcomes

The case helps to introduce some of the elements of strategic management process, which are vital for competitive advantage, particularly for the public utility services such as MSWM. It intends to achieve the following objectives: analyse the external environment for MSWM industry in India; analyse the internal organizational environment for a firm’s strategic competitiveness; introduce the concept of value and value chain understand the role of Stakeholder groups; understand the concept of public–private partnerships (PPP); and understand the role of technology in sustaining a competitive advantages.

Case overview/synopsis

This case focuses on entrepreneurial venture of Gaurav Sharma and his team who intend to transform the landscape of Municipal Solid Waste Management (MSWM) industry in the country. THANKYOU (letsthankyou.com) is a Jaipur, India-based enterprise offering waste management solutions across different verticals. It was founded in 2016, following an opportunity in the waste management industry unleashed by the Government of India’s (GOI) new MSWM 2016 rules making it mandatory for the waste generators to manage (segregate, process, transport and disposal) their own waste. After initial examination of MSWM service scenario in the country, Gaurav and his two team members realize that a lack of integration among the multiple entities of waste management value chain is the root cause of the current poor state of affairs. So, they come up with an online marketplace, which offers a one-stop solution for the waste management of general households, residential settings and corporate. With initial projects implemented in the decentralized mode offering unit-level services such as door-to-door waste collection, on-demand waste pick-up and waste audits for corporate, the company has eventually got an opportunity of working on a centralized MSWM project for a leading hotel. Indeed, the company has the first mover advantage of entering the government controlled MSWM industry. However, to move forward, the THANKYOU team must address some fundamental issues in the industry: How to integrate the informal and formal sectors involved in waste management to achieve economies of scale? How to make land-filling the least preferred option of waste management? How to use technology to enhance the efficiency of MSWM value chain?

Complexity academic level

The case can add value to a course on strategic management at the post-graduate level. It highlights the role of external and internal environment analyses in the formulation of business strategy, ultimately leading to a firm’s strategic competitiveness. In a strategic management course, the case can be used to discuss introductory topics such as the analysis of internal and external environment; value creation by leveraging internal resources and capabilities; analysis of a firm’s dependence on its stakeholder groups; ascertainment of the profitability driver for a firm’s business model; and the concept of PPP.

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 11: Strategy

Details

Emerald Emerging Markets Case Studies, vol. 9 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 June 2017

Sanjay Dhir and Swati Dhir

COMFED, Bihar State Co-operative Milk Federation Ltd., which involved 6 lakh farmers across India in 2012, was a rural organisation established in 1983 as the implementing agency…

Abstract

Subject area

COMFED, Bihar State Co-operative Milk Federation Ltd., which involved 6 lakh farmers across India in 2012, was a rural organisation established in 1983 as the implementing agency of Operation Flood programme of dairy development on “Anand” pattern in Bihar. In 1983, COMFED started with just 1,030 cooperatives, which had risen to 11,400 in 2012. Apart from B2C segment of milk and milk products in Bihar and Jharkhand, COMFED’s major revenue source was its B2B business where they sent bulk milk to Kolkata, Manesar and Delhi. They supplied to Amul and Mother Dairy, which were the biggest Indian cooperatives, and allowed them to use their own brand names. In 2012, Mrs Harjot Kaur, the Managing Director of COMFED, aspired to market COMFED products all over India under the “Sudha” brand, with special focus on National Capital Region region. Moreover, Mrs Kaur also wanted to expand COMFED’s geographical reach to other countries such as Bangladesh and Bhutan.

Study level/applicability

Strategic management, Diversification.

Case overview

Mrs Harjot Kaur was the Managing Director of Bihar State Co-operative Milk Federation (COMFED). COMFED is a rural organisation involving 6 lakh farmers. Starting with just 1,030 cooperatives in 1983, the number of cooperatives had risen to 11,400 in 2012. The milk production was 11 lakh litres per day, and the annual turnover in 2011-2012 was Rs 1,503.00 crore, 11 per cent more than that of previous year. Mrs Kaur was committed to serve COMFED customers and realise the dream of having at least one dish of Bihar in the plate of every Indian. Mrs Kaur envisaged COMFED producing 44 lakh litres milk per day from the existing 11 lakh litres per day, covering around 60 per cent villages of the state against the existing 33 per cent in 2013. COMFED was also trying to capture new markets. At present COMFED sent bulk milk to Delhi, Manesar and Kolkata, where it was sold by various dairy cooperatives such as Amul and Mother Dairy under their own brand names. Mrs Kaur aspired to market COMFED milk under the “Sudha” brand all over India. Moreover, Mrs Kaur was also looking to export to other countries such as Bangladesh and Bhutan. As Mrs Kaur was crafting the future path for COMFED, she also realised that above all the external challenges that exist, an internal vice – complacency – was the biggest hurdle her company had to face.

Expected learning outcomes

The case would be helpful for students to understand the concepts of competitive advantage, sustainable competitive advantage, industry structure, general environment, strategic positioning, diversification, internal analysis, external analysis and business level strategy in a strategic management course.

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 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 7 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 29 April 2020

Badreya Gharib Al Bloushi, Syed Zamberi Ahmad and Manar Fawzi Bani Mfarrej

To examine and create an ideal pathway model that can implement aiming to change the current improper practices in managing municipal solid waste (MSW) to sustainable practices…

Abstract

Learning outcomes

To examine and create an ideal pathway model that can implement aiming to change the current improper practices in managing municipal solid waste (MSW) to sustainable practices. To acquire a better understanding of public participation and community culture helps in achieving the aim of reducing the amount of waste generation, sending less waste to landfill sites and encouraging the reuse and recycling of materials instead. To help students whom the awareness in the community regarding the importance of protecting the environment and acting in a civilization way has increased. To improve the MSW sustainability practices and enhance the waste sustainability practices together with energy and material conservation. To have more extensive knowledge and awareness of issues in waste management and some of the dilemmas managers of strategic and operations face.

Case overview/synopsis

Abu Dhabi’s center of waste management is known as Tadweer is a governmental entity under the Abu Dhabi Executive Council. Tadweer is responsible for managing every MSWs includes collecting, transferring, segregating, treating, recycling, reusing and tracking all kinds of wastes. CEO of Tadweer Dr Salem Alkabi called his team that manages various departments such as strategy, operations, projects and licensing. The meeting was to discuss Tadweer’s future directing and strategy for mismanagement of solid waste dumping into landfills in Abu Dhabi. Dumping in landfills is the main challenge Tadweer faced. Mr. Abdulrahman Albloushi’s strategy and business development executive director of Tadweer highlighted to Alkaabi how Tadweer could improve the waste management practices to make it more sustainable. Furthermore, assisting the center gets more benefit from the waste s instead of losing this valuable waste into landfills. Consequently, Mr. Abdulrahman must grapple with some difficult questions: how much the effectiveness in collecting waste from where it generated and removing it out-of-sight?

Complexity academic level

This case study is designed for undergraduate and postgraduate students, and executive MBA students of business management programs, especially for waste management, environmental management and strategic management courses.

Supplementary materials

Teaching Notes are available upon request.

Subject code

CSS 4: Environmental management.

Case study
Publication date: 20 January 2017

Phillip E. Pfeifer

In this case, the managers of quality assurance for a pharmaceutical company must specify a fill target for individual bottles of a new blood-pressure medicine. Higher targets…

Abstract

In this case, the managers of quality assurance for a pharmaceutical company must specify a fill target for individual bottles of a new blood-pressure medicine. Higher targets lead to higher material costs but fewer seconds.

Details

Darden Business Publishing Cases, vol. no.
Type: Case Study
ISSN: 2474-7890
Published by: University of Virginia Darden School Foundation

Keywords

Abstract

Subject area

Marketing.

Study level/applicability

Post Graduate.

Case overview

Rajiv Bapna and Pradeep Bapna co-founded Allied Electronics & Magnetics Limited (widely known as Amkette) in the year 1985 for the production of floppy diskettes in India. By the year 1995, Amkette was the largest selling floppy diskette brand in India. With the advent of new technology in storage media sale of floppy diskette observed a constant decline. By the end of year 2004, floppy diskettes completely vanished from the market. Amkette anticipated the changes in the computer peripherals market and introduced a wide range of products in storage media, wireless and wired peripherals, accessories and digital lifestyle products. After the launch of Evo TV on June 2012, Amkette was hopeful for a major success in digital lifestyle segment. Evo TV, a connected TV device, allowed consumers to use smart apps on their television sets and was a cost-effective substitute to Smart TVs. Amkette was betting very high on Evo TV for revenue generation and market development.

Expected learning outcomes

Following are the learning outcomes: to review the product life cycle of technology products, to understand evolving customers’ expectations and behavior, to assess the adoption process of innovative products and to explore the challenges associated with innovative products for market development.

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.

Details

Emerald Emerging Markets Case Studies, vol. 6 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 24 November 2023

Asha Kaul and Vidhi Chaudhri

On May 27, 2020, a blowout occurred in Well No. 5 at Baghjan (Assam); the well, owned by Oil India Ltd., caught fire on June 9, 2020. For almost five and a half months, the…

Abstract

On May 27, 2020, a blowout occurred in Well No. 5 at Baghjan (Assam); the well, owned by Oil India Ltd., caught fire on June 9, 2020. For almost five and a half months, the company tried to douse the 200-foot high flame but failed to do so. Finally, on Day 173, Oil India Ltd succeeded in capping the well. Biswajit Roy, Director (Human Resources and Business Development), was tasked with investigating the nature and cause of the crisis. Roy pondered on the nature of the crisis: Had it been purely technical or stakeholder-induced? What had led to the chaotic condition? Could things have been done differently?

Details

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

Keywords

Case study
Publication date: 9 April 2020

Fernando Leiva and Katherina Kuschel

The learning outcomes are as follows: business model pivot, minimum viable product, strategic alliances, return on equity and burn-rate.

Abstract

Learning outcomes

The learning outcomes are as follows: business model pivot, minimum viable product, strategic alliances, return on equity and burn-rate.

Case overview/synopsis

HMSolution’s (HM’s) mission is removing arsenic from drinking water. The case tells how HMS pivoted its business model between 2014 and 2015 and its challenge when faced with several growth opportunities. The first possible partner company proposed adopting HMS’s technology through either an alliance or outsourcing. The second company wanted to acquire HMS. However, Margaret – the founder and CEO – managed to find a third option in the form of an important sanitation sewage treatment company in Chile with international presence, with which she could reach a wider territory in her country of origin, as well as in other countries where that company had a presence. This case study presents Margaret’s dilemma of deciding the best course to follow and finding the best fit for her product and the needs of the market.

Complexity academic level

The instructor can adapt the requirements and depth of the topics addressed, ranging from an undergraduate audience to an executive training audience. Undergraduate courses, namely, entrepreneurship, business creation, administration and strategy. For students of business careers, administration, commercial engineering, industrial civil engineering and industrial engineering. Continuous training, namely, entrepreneurship, business creation, administration and strategy.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 3: Entrepreneurship.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 7 November 2016

Kenneth M. Mathu and Caren Scheepers

The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable…

Abstract

Subject area

The dilemma falls within the Change Management, Leadership, Organizational Development subject areas. In addition, the case highlights typical issues in “green” or sustainable supply chain, corporate social responsibility and sustainability courses.

Study level/applicability

The target audience is includes post-graduate diploma-level or master’s level students, such as in Masters in Business Administration.

Case overview

The case focuses on the dilemma that Phiwokuhle Mhlangu in Mpumalanga, South Africa, faced when his company’s board had not signed off on capital expenditure to improve his colliery’s clean coal technology initiatives. He had to influence his colleagues’ mindsets to adapt to changes in the environment. The case highlights the global coal landscape and South African mining industry’s challenges in terms of infrastructure and strained labour relations, as well as the focus of the South African Government to enhance alternative energy resources. Although a clear business case for investment in clean coal technologies was evident, Mhlangu could still not persuade his colleagues to support these initiatives. A different approach was required […]

Expected learning outcomes

The learning objectives in this case are: gaining insight into the dilemmas of sustainability in coal mining by exploring various interest groups in difficult sustainability situations and enhancing understanding of getting a buy-in from various stakeholders when leading change in the coal-mining sector.

Supplementary materials

A teaching plan and particular teaching methodologies is included. The two learning outcomes are posed as questions for groups to discuss and model answers are provided and to relevant literature.

Subject code

CSS 7: Management Science

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