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Case study
Publication date: 14 July 2020

Amith Vikram Megaravalli and Gopinath BS

The case presents students with the opportunity to do the following: students can pre-work questions; understand the relevant factors to be considered in the decision to expand;…

Abstract

Learning outcomes

The case presents students with the opportunity to do the following: students can pre-work questions; understand the relevant factors to be considered in the decision to expand; and list out the industry and macro-environment factors affecting the expansion decision. Assignment questions help understand the various measures used to evaluate the financial performance of the company; understand the practical implication of incremental analysis to estimate the profit; assess the operating profit and margin of safety of the restaurant Shri Sagar with and without expansion; and critically evaluate the impact of uncertainty on projected sales using the sensitivity model.

Case overview/synopsis

Shri Sagar (Central Tiffin Room – CTR) was started by Y.V. Subramanyam and his siblings (Y.V. Srikanteshwaran, Y.V. Krishna Iyer and Y.V. Ramachandran) in the 1920s, specialised in Benne (Butter) Masala dosa, Maddur Vada and Mangalore Bajji. In Bengaluru, there are few restaurants, which have the legacy of more than 50 years such as Vidyarthi Bhavan, Mavalli Tiffin Rooms and Shri Sagar (CTR). Shri Sagar has witnessed three different ownership right from 1920 to the present. Ganesh, an MBA graduate, took the active participation in the business from 2018 and found there are potential opportunities to expand the business. Although business was doing well, Ganesh wanted to assess his company’s financial strength before proceeding. He would require a financial forecast that took into account the strength of the competition and the peculiar nature of the restaurant business in Bengaluru. Ganesh wanted to assess the expansion plan; to address the proposed plan, the case had used cost–volume–profit analysis and sensitivity analysis techniques to make the students understand how these techniques can evaluate the alternatives.

Complexity academic level

This case is best used while teaching Managerial Accounting, which is a core course in MBA program with a module on break-even-analysis or it can also be used in an executive education class with a similar purpose. The teaching plan can be used for MBA students and entrepreneurial training programmes, which involve training on important managerial decisions, which includes business expansion, estimating business profits/revenue targets, etc. It assumes some basic knowledge of cost–benefit analysis concepts where participants have already exposed some basic understanding of break-even analysis and what-if analysis.

Supplementary materials

Teaching Notes are available for educators only.

Subject code

CSS 1: Accounting and Finance

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 14 April 2016

Debjit Roy

Raymond was lagging behind in their customer order fulfillment process due to inefficiencies in their warehouse operations. Further, slotting of stock keeping units to the right…

Abstract

Raymond was lagging behind in their customer order fulfillment process due to inefficiencies in their warehouse operations. Further, slotting of stock keeping units to the right bins was not in order. As a result, the warehouse capacity was limiting company's growth. This case draws lessons about how warehousing technology and scientific warehouse management practices can significantly improve warehouse pick efficiencies and have a positive impact on other business performance indicators.

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: 12 September 2023

Kalpana Maheshwari

This case study aims to understand the role of women entrepreneurship that reconcile the interests of not only business but also the economy as a whole; to map the most common…

Abstract

Learning outcomes

This case study aims to understand the role of women entrepreneurship that reconcile the interests of not only business but also the economy as a whole; to map the most common avenues and levers as well as challenges and impediments in entrepreneurship; and to study how women have proved themselves and created value (for company as well as consumer) and driven leadership in business.

Case overview/synopsis

This case study predominantly is an entrepreneurial journey of the protagonist who left her cushy job to follow her dreams and started her own venture in hospitality industry. The case is designed on the basis of rounds of interviews conducted with the owner, hence it is based on primary data. Jayanti Kathale, a technology expert, working with a reputed organization, started Purna Bramha in 2013. The unique selling proposition of her food business was the home-like taste of the Marathi cuisine that she was serving. There were challenges like funding, logistics and pricing just like any other start-up. But Jayanti was determined to excel and her perseverance helped her get through all the challenges. Besides being a successful entrepreneur herself, she played a role in empowering other women also, by offering them franchisees of her restaurant. The food service industry is fast-paced, competitive and constantly evolving. This is taken well into consideration and proper training is organized for the staff. The protagonist's main quandary at this time is her pricing strategy.

Complexity academic level

The case is designed to be taught to the undergraduate and postgraduate management students and any other equivalent course. It can be taught in 2-h class and is expected to require some outside preparation by students. The students should be acquainted with the basic concepts of entrepreneurship and organizational culture in India. The instructor should focus on two aspects in the case. The broader aspect is Entrepreneurship in India and the narrower and more focused ones like Women Leadership.

Subject code

CCS 3: Entrepreneurship

Supplementary materials

Teaching notes are available for educators only.

Details

The Case For Women, vol. no.
Type: Case Study
ISSN: 2732-4443

Keywords

Case study
Publication date: 29 July 2014

T. N. Swaminathan and Arun T

Marketing and entrepreneurship.

Abstract

Subject area

Marketing and entrepreneurship.

Study level/applicability

The case is applicable to MBA core marketing, sales and distribution, strategic marketing, fast-moving consumer goods (FMCG) marketing and entrepreneurship.

Case overview

Isaac Padmasingh, a first-generation entrepreneur who was awarded TiECon's “Extreme Entrepreneur of the Year 2010”, has built a thriving enterprise. From his first job as a salesman in Godrej to being the founder of “Aachi” group of companies with a turnover of INR 700 crores (USD132 million) annual revenue, he has had quite an eventful journey. His early insights in Godrej in sales and distribution, coupled with his entrepreneurial passion, have enabled him to grow his company this far in a short span of 14 years. His business is partly managed by his wife and his two sons who are the directors of this private enterprise. Now he is making bold moves to venture outside Tamil Nadu and become a national brand, which means a major scaling up and moving into the next orbit. Vital questions in scaling are: Is Aachi pursuing the right growth strategy in their effort to scale up? How can Aachi look at the imminent foreign direct investment in retail as an opportunity for growth? Looking back over the years, what has Aachi learnt and how to carry forward the best practices and learn from the mistakes made?

Expected learning outcomes

Entrepreneurship: to introduce the entrepreneurial vision in creating a new enterprise, and to understand the characteristics of an entrepreneur. FMCG marketing: to discuss the importance of going-to-the-market strategy, to discuss the importance of distribution reach in rural marketing, to discuss the nuances of branding in Aachi's growth story and to familiarize students in successfully marketing FMCG products. Growth strategies: identifying opportunities for the future, and to explore the growth strategies suitable for Aachi.

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

Emerald Emerging Markets Case Studies, vol. 4 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 1 July 2011

Sonia Mehrotra

Entrepreneurship; Business Strategy; Business Environment courses.

Abstract

Subject area

Entrepreneurship; Business Strategy; Business Environment courses.

Study level/applicability

This case is appropriate for use in Masters in Business Administration (MBA) programs as well as advanced undergraduate courses. The case provides an apt simulation of the emerging Indian fast food companies in the competitive dynamics of Indian business environment.

Case overview

Rakesh an MBA graduate from the University of Hartford, Connecticut, after four years of corporate experience, made a decision to start a business of his own. Thus, was born Infusions Foods Pvt Ltd (IFPL) an entrepreneurial venture of Rakesh Raghunathan. IFPL launched its fast food chain of grilled wraps under the brand name of PETAWRAP. The brand was positioned to target the recent consumer behavior shift of Indian consumers which was towards healthy, nutritious food combined with the concept of necessity-based eating out.IFPL had successfully opened six company owned outlets by March 2011. Their strategy for success was built on the age-old four-point formula of a good-quality product, at value for money prices, delivered efficiently to the customers. The absence of “a hygienic branded product” in this Indian fast food industry contributed to the initial success of their company. Rakesh believed that key to building the brand image depended on quality in terms of operations standardization and product quality.

Expected learning outcomes

The case is structured to achieve the following pedagogical objectives: To identify the forces on which of an entrepreneurial opportunity is dependent; To analyze the changes in competitive dynamics of Indian fast food industry and identify the factors that lead to the emergence and acceptance of PetaWrap; To understand the challenges of building a brand in low-cost business model and the economics of cost incurred; To evaluate the business strategy and the business model adopted by the company for expansion.

Supplementary materials

Teaching notes

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 11 August 2014

Sanjeev Prashar, Harvinder Singh, Kumar Saurabh and Virinchi Acharlu Madanapalli

The case is intended to be used by post-graduate students of Management in the courses of Marketing Management and New Product Management. This case may also be used in other…

Abstract

Study level/applicability

The case is intended to be used by post-graduate students of Management in the courses of Marketing Management and New Product Management. This case may also be used in other courses like Consumer Behaviour and Strategic Marketing.

Case overview

Indian fast-moving consumer goods (FMCG) sector set to reach an astonishing INR165.62 trillion (US$3.6 trillion) by 2012 gave a tremendous opportunity to Hindustan Unilever Limited (HUL) to establish its footprint in all consumer packaged products. Dove, a brand of HUL, primarily catering to the premium segment of the market, launched Dove Elixir Hair Oil in November 2012 priced at INR185 (US$3.41) for 90 ml. This was five times higher than any other light hair oil in the market. The case brings out facts that describe market situations at that time and questions if a substantial market at higher end, for Dove hair oil, was available.

Expected learning outcomes

This case has been documented to help students understand the concept and applicability of brand extension strategy. The students shall learn the dynamics of this strategy in the market by answering the following questions: What are the factors that contributed to the growth of FMCG market in India? Evaluate HUL's decision to extend the brand Dove into other product categories? Was the market for Dove hair oil available at the higher end? What strategies should Dove use for its hair oil?

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

Emerald Emerging Markets Case Studies, vol. 4 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 18 January 2024

Tanmoy De, Nandana S., Dibyarpita Ghosh and Ramkrishna Dikkatwar

Interviewing the protagonist and collecting information from secondary resources such as company documents, company and competitor websites, industry reports and online databases…

Abstract

Research methodology

Interviewing the protagonist and collecting information from secondary resources such as company documents, company and competitor websites, industry reports and online databases like Euromonitor International.

Case overview/synopsis

The case explores the metamorphosis of JK Masale from a small-scale family business in India to a regional player. Over a period of six decades, JK Masale (JKM) has emerged against the backdrop of a fiercely competitive spice industry. India, being a confluence of varied regional cultures, poses a diverse consumption pattern. It varies to a great extent with respect to the specific food habits prevalent in each climatic zone of the country. While the brand had successfully captured the Eastern Market and the western market of the country, Mr. Vikash Jain, Managing Director of JK Masale, contemplated to venture in Southern India and introduce new product categories. The case delves into one of the major challenges faced by JKM over the brand architecture and labelling across product categories. Thus, the case provides an excellent opportunity for budding managers to: analyse the company’s performance in the backdrop of a dynamic competitive environment; understand the nature of strategic decision-making and its appropriateness for a small family-owned business; evaluate a brand amongst brands on the architectural framework and select appropriate brand architecture for new products; and understand applicability and risks associated with growth strategies.

Complexity academic level

The case study can be positioned in both undergraduate and postgraduate level programs for courses on marketing strategy and brand management. Primarily, this case would be ideal to discuss brand relationship and brand architecture in the given context. Instructors have an option to cover concepts like market structure, company analysis, growth strategies and emergent and deliberate strategy through the case.

Case study
Publication date: 29 December 2015

Sidharth Sinha

Arvind Mills incurred a loss of Rs.316 crores in the year 1999-2000 after a period of declining profits in spite of increasing sales. In January 2001 lenders to Arvind Mills…

Abstract

Arvind Mills incurred a loss of Rs.316 crores in the year 1999-2000 after a period of declining profits in spite of increasing sales. In January 2001 lenders to Arvind Mills received the Information Memorandum on Debt Restructuring which offered several alternative schemes. They had to decide whether they should accept the proposal and if they accept which specific scheme they should choose.

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: 11 April 2023

Manjula N., Bala Subramanian R. and Sunita Mehta

This study adopted interview methods and field visits to collect the data. An audio recording was done for the whole interview and presented as facts in this case. Field visits…

Abstract

Research methodology

This study adopted interview methods and field visits to collect the data. An audio recording was done for the whole interview and presented as facts in this case. Field visits were done to see the packs and understand the consumers and their purchase habits of pickles.

Case overview/synopsis

Pandian Pickles is a pickle manufacturer located in Madurai, Tamil Nadu, a state in the southern part of India. Mr Kandasamy, one of the partner of the Pandian pickle, had been thinking of ways to grow the business. Pandian Pickles dominated the low-price unit (LPU) market with a unique packing of pickles done in “arecanut” leaf. This added a unique flavour to their pickles. Mr Kandasamy envisioned to grow the business by introducing higher stock-keeping units in the form of jars and tap the middle class and the upper-middle-class segments in the market. In this category, there were much more prominent and branded players. Being a small regional player, Govindan wondered how Pandian Pickles would take these more prominent players in the industry head-on.

Complexity academic level

The case is ideally suited for discussing the concept of product line stretching, particularly in the product mix strategies of a small and medium enterprise (SME). The case can best fit into the courses such as Entrepreneurship Development, Product and Brand Management, Marketing Management for the Undergraduate levels and in the courses such as Strategic Marketing, Bottom of the Pyramid Markets and Strategies Management of SMEs in the postgraduate levels.

Details

The CASE Journal, vol. ahead-of-print no. ahead-of-print
Type: Case Study
ISSN: 1544-9106

Keywords

Case study
Publication date: 29 March 2019

Amit Karna and Amit Garg

The year 2013-14 was very significant for Raychem RPG Ltd (RRL) - a joint venture between RPG group, India and TE Connectivity, USA. The sales were looking up and order book was…

Abstract

The year 2013-14 was very significant for Raychem RPG Ltd (RRL) - a joint venture between RPG group, India and TE Connectivity, USA. The sales were looking up and order book was promising. Newly restructured units were working well and business in new segments was picking up. There were several initiatives undertaken by the CEO in last five years of his tenure. His team had achieved the desired stability and turnaround was successful. A high-growth future in a slowing global economic scenario had to be converted into a more profitable opportunity. However, he faced several questions. Was the strategic transformation journey that he embarked on four years ago complete? Could he have done something different? Which were the areas where the next focus should be? Did RRL have the required competences to succeed in those areas? How would RRL manage the changing expectations of the two JV partners?

Details

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

Keywords

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