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Case study
Publication date: 26 September 2012

Shellyanne Wilson

This case study deals specifically with the issue of manufacturing strategy, and business strategy.

Abstract

Subject area

This case study deals specifically with the issue of manufacturing strategy, and business strategy.

Study level/applicability

The case can be used in a number of course contexts, including undergraduate and MBA programs. The focus is on both business strategy and manufacturing strategy issues. The case can be assigned as an opening vignette, during the initial phases of business strategy, since the case situations and concepts are both simple and clear. It can also be assigned for an in-depth treatment of manufacturing strategy.

Case overview

The case focuses on Capital Mills Limited (CML), a flour milling company, and concentrates on whether the company should refurbish its two 40-year old flour mills at a cost of US$6 million or if the company should invest US$15 million in the construction and installation of a new, fully-automated “Lights out” flour mill. This decision is viewed as a “make or break” decision for CML, since for the first time in the company's 40 year history will it face significant direct competition, in the form of the impending entry of a second flour milling company.

Expected learning outcomes

The case has four primary learning objectives, namely to: illustrate the linkages between business level strategy and the functional level, manufacturing strategy; discuss the role of a company's history and internal resource structure in the decision making process; explore how operational issues influence capital expenditure decisions; and explore the perspective of managers in different functions in an organization that is facing a new competitive challenge.

Supplementary materials

Teaching notes are available – consult your librarian for access.

Details

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

Keywords

Case study
Publication date: 28 June 2013

Sumi Jha and Som Sekhar Bhattacharyya

Leadership development for strategic impact in high growth export driven organization.

Abstract

Subject area

Leadership development for strategic impact in high growth export driven organization.

Study level/applicability

The case is suitable for second and final year students of a two year post graduate management programme (Master's level) on the following courses: leadership – on development of organization wide leadership processes; talent management – for identifying, nurturing and retaining talent in an organization and for developing leadership capabilities in managers; and strategic human resources (HR) – regarding building leadership development and talent management initiatives for creating a strategic level impact in the organization and its joint ventures.

Case overview

In about 45 years since its inception Anand Automotive Limited (AAL) has established itself as one of the premium firms in auto ancillary manufacturing and export. This case demonstrates how AAL built its leadership development programme. Further, the case elaborates on the coach/coachee mentorship programme at AAL. The case further explores the various initiatives under the broad umbrella of the Anand Leadership Development Programme (ALDP). The ALDP process has been woven into the fabric of HR practices of the organization. AAL sales turnover was USD1.2 billion in 2012 and it has a goal to achieve a turnover of USD2 billion by 2015. Mr K.C. Bhullar, the group head HR, had to plan an HR system which will embed leadership in the tapestry of AAL as an organization. The amalgamation of ALDP in AAL has to be disseminated across all levels at the 19 plants spread across different locations in India. The ALDP is expected to sprout a large number of leaders in AAL who can usher in an extremely quality focused and conscious organization. Such leaders would in their day-to-day demonstration of leadership at AAL help AAL to become an excellent manufacturing organization. This would help AAL to have a leadership position in the global automobile market. ALDP is also expected to create a band of leaders who would help the organization from very senior level strategic management positions and play leadership roles in its joint ventures.

Expected learning outcomes

This case can help students to understand how HR practices integrate leadership development programme for the strategic gains of an organization. Students would also understand the role of mentorship in coach/coachee processes.

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. 3 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 27 February 2021

Madhavi Nandi and Santosh Nandi

After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an…

Abstract

Learning outcomes

After reading and discussing this case, students will learn to identify the content and context of enterprise resource planning (ERP) implementation that is important from an operations standpoint. Through this case, student will discuss and evaluate the scenarios of ERP implementation arising from different deployment alternatives. Students will also learn to comprehend the case organization’s unique operational context and explore the challenges of introducing change into workplace environment and stakeholders’ overall expectations.

Case overview/synopsis

This case introduces students to the dilemmas of managerial decision-making that large companies face while implementing organization-wide technological upgrades, such as ERP. The case is set at a time point where ABC Mining Company – a large public-sector mining company – was trying to identify the most optimal ERP option based on its organizational structure and organizational processes. The information related to ABC’s organizational context included their business, structural and operational scenarios at the time. The information related to ABC’s stakeholders’ expectations reflected their perception about ERP and future implications. The information related to managerial conflicts reflected the understandings of the managers, in terms of need for ERP, needed skill to handle ERP and different types of ERP implementations that others have adopted. The case calls students for extensive analysis of the gathered information to identify and evaluate impacts and risks of all possible ERP alternates, and finally pick upon the most optimal ERP alternate. The case assumes a live 90-min class session conducted by an instructor. The instructor is recommended to assign the case to students for mandatory pre-reading before coming to class. The instructor is provided with a teaching plan to navigate the case.

Complexity academic level

The case is designed as an introductory case for an undergraduate or a graduate course pertaining strategic decision-making of ERP systems implementation.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Case study
Publication date: 3 January 2017

Carolin Berlich, Felix Daut, Anna C. Freund, Andrea Kampmann, Benedict Killing, Friedrich Sommer and Arnt Wöhrmann

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for…

Abstract

Synopsis

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for transport and logistics at the time of the case (late 2013). The case “Deutsche Bahn AG: a former monopoly off track?” focuses on the opportunities and challenges faced by Deutsche Bahn with regard to its position in the German individual transportation market. On the one hand, Deutsche Bahn is facing external problems. Increasing competition in short- and long-distance traffic threatens its strong business position. The competition emerged from a growing long-distance bus market and the increase in private railway companies. During the last few years before 2013, Deutsche Bahn has lost several public tenders for individual passenger travel in Germany. On the other hand, Deutsche Bahn has internal problems that endanger its image as a service company. A lack of service quality and the technical condition of its trains has led to rising numbers of customer complaints. In addition, staffing and punctuality problems have exacerbated the situation. One of the main technical issues the company faces is that ordered trains have not been delivered on time. Given the focus on Deutsche Bahn’s domestic challenges, its international business activities are tackled only briefly. While regulatory and political events have an impact on Deutsche Bahn, these are not the main subjects of the case.

Research methodology

This case has been written from public sources. Consequently, no company release is provided. None of the information has been disguised in any way.

Relevant courses and levels

The case is intended for use in a 90-minute strategic management class attended by students at the end of their undergraduate studies or in postgraduate study. Although the case relates to issues in strategic management, the special regulatory environment and some of the issues covered could make the case a useful complement in other classes as well, such as classes in supply chain management (procurement) or the management of public companies. Therefore, students should have basic knowledge in developing strategies, management, marketing, human resource management, and finance.

Theoretical bases

Strategic Analysis and Strategic Management, Railroad Logistics, Deregulation of a former Monopoly, Stakeholder Theory.

Case study
Publication date: 1 April 2011

Meeta Dasgupta

Strategic management and management of innovation and technology.

Abstract

Subject area

Strategic management and management of innovation and technology.

Study level/applicability

The course can be used for undergraduate and postgraduate students. The case would be relevant in the strategic management course to understand the concept of technology strategy and the various evaluation parameters guiding firms in their technology decisions. A refresher of the concept of value chain analysis can also be done through the case. It can also be used to teach innovation and technology management to understand the innovation process and the importance of various organizational factors for taking technology decisions.

Case overview

The case tries to bring together different aspects of technological innovation and technology strategy at North Delhi Power Ltd, Delhi which has taken various initiatives to turnaround the dilapidated power distribution industry in India. It details the various technological initiatives taken by the company to revamp the power distribution situation of the country. Discussion in the case also revolves around the technology decisions (technology strategy) taken by the company to drive the technological initiatives. The organizational culture supporting technology decisions and the technological initiatives are also woven into the case.

Expected learning outcomes

After a discussion on the case students will be in a better position to appreciate various decisions which firms take with respect to technology. They will get an understanding of what is technological innovation and about the technological innovation process. The importance of organizational factors to supplement technology decisions and innovation will be brought out in the case.

Supplementary materials

Teaching note.

Details

Emerald Emerging Markets Case Studies, vol. 1 no. 2
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 31 March 2016

Sidharth Sinha

In February 2015, Suzlon had just completed its financial and asset restructuring, following financial default after rapid growth through debt financed acquisitions in the…

Abstract

In February 2015, Suzlon had just completed its financial and asset restructuring, following financial default after rapid growth through debt financed acquisitions in the financial boom ending in 2008. The restructuring resulted in a significant decrease in the promoter's equity stake. Suzlon now has to decide how to respond to an offer by the DilipSanghvi Group, promoters of Sun Pharma, to acquire a large equity stake in Suzlon for Rs. 1,800 crore. If Suzlon were to accept the offer then both the existing promoters and the DilipSanghvigroup would have the same stake of about 22% each. The case will help students examine the need to align financing and business strategy on the same plane. It will also help them understand details about restructuring of financial and business strategy in the face of financial distress.

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: 3 March 2023

Anshuman Rath and Sumita Mishra

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business…

Abstract

Learning outcomes

After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business that may require the company to formalise its HR practices; 3. create recruitment and selection-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals; 4. create training needs identification and evaluation practices for HR 2.0 using appropriate models and theory to aid the company meet its business goals; and 5. create performance planning and review-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals. The case helps students objectively assess HR practices related to three core verticals – recruitment and selection; training; and performance management systems. It also enables them to reassess these practices with the help of specific metrics and models.

Case overview/synopsis

Precision Engineering was a manufacturer of machined metal components in the Indian automotive components industry. It had been a family-run business since its inception in 1995. Precision was awarded the prestigious Automotive Component Manufacturers of India award in 2020 for excellence in HR. Ms Sakshi Kapoor, General Manager of Innovation, was ecstatic at the receipt of this award. She, however, was thoughtful about the informal human resource (HR) practices at the company. The top management had announced an aggressive growth plan and advised Ms Kapoor to leverage HR practices to facilitate these plans. Recruitment and selection, employee training and performance management systems needed to be formalised on a priority basis to strategically aid the future business agenda at Precision. Ms Kapoor faced the challenge of preparing the roadmap of HR 2.0 while preserving the employee-centric beliefs at Precision. The case initiates a discussion to achieve this goal by adopting suitable HR metrics and models.

Complexity academic level

It should be taught in the core course on Human Resource Management for first-year Masters in Business Administration (MBA) students. Alternatively, it could be used in elective courses such as Strategic Human Resource Management, Training and Development and Performance Management Systems for second-year MBA students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 6: Human Resource Management.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 1
Type: Case Study
ISSN: 2045-0621

Keywords

Case study
Publication date: 20 January 2017

Mark Jeffery, James Anfield and Tim Riitters

Should B&K Distributors implement a Web-based customer portal with an integrated marketing campaign? Asks readers to assist Jim Anfield, business development director for JDA…

Abstract

Should B&K Distributors implement a Web-based customer portal with an integrated marketing campaign? Asks readers to assist Jim Anfield, business development director for JDA Consulting, and Nancy O'Neil, B&K Distributor's sales VP, in determining the feasibility of this project. They must build the final ROI projections and develop recommendations for B&K's senior management team. Emphasizes the importance of assumptions and the range of possible outcomes. Based on a real-life management decision for a mid-size firm.

To teach ROI analysis best practices for technology project investments, requiring the analysis of several factors to conduct a thorough review of the investment's feasibility.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 17 January 2018

Adam Robert Pah, Alanna Lazarowich and Charlotte Snyder

In the fall of 2014, Chad Kartchner, senior manager of marketing and product management at Honeywell Aerospace (HA), pondered how technology could transform the way aircraft were…

Abstract

In the fall of 2014, Chad Kartchner, senior manager of marketing and product management at Honeywell Aerospace (HA), pondered how technology could transform the way aircraft were maintained. He had heard a lot of buzz about cognitive analytics, an artificial intelligence term referring to the use of computer models and algorithms to simulate human thought through self-learning systems, data mining, pattern recognition, and natural language processing. The sheer volume of parts and the time-sensitive nature of repairs in the aviation industry made it complicated to identify problems and address them quickly.

Kartchner contemplated the options for updating HA's ground-based maintenance system. Should he emulate HA's state-of-the-art on-board system for an entire aircraft or try something new? Emulating the on-board system, which HA developed internally, would be an easy sell to leadership given internal buy-in and satisfaction with the on-board system, but he contemplated new approaches because he did not want to overlook rapidly emerging technologies. The latter could include crowdsourced features that leveraged the abundance of knowledge among HA's customers' technicians or a cognitive analytics approach. Even if he could persuade leadership to try a new cognitive analytics approach, should HA partner with an established entity or work with a relatively unproven startup who promised lower cost, better features, and quicker turnaround to develop a new system?

Students will step into the shoes of Kartchner as he leads the internal discussion on whether and how to tap into the benefits of cognitive analytic solutions for Honeywell Aerospace and its customers.

Details

Kellogg School of Management Cases, vol. no.
Type: Case Study
ISSN: 2474-6568
Published by: Kellogg School of Management

Keywords

Case study
Publication date: 8 January 2010

G Raghuram, Satyam Shivam Sundaram and Himanshu Patni

Towards the end of 90s, mounting losses forced Madhya Pradesh State Road Transport Corporation (MPSRTC), the sole provider of public transport in Madhya Pradesh, to suspend their…

Abstract

Towards the end of 90s, mounting losses forced Madhya Pradesh State Road Transport Corporation (MPSRTC), the sole provider of public transport in Madhya Pradesh, to suspend their urban services. As a consequence, organized public transport services ceased to exist in Indore, the largest metropolitan city of the state of Madhya Pradesh. This void was filled by Intermediate Public Transport (IPT) consisting of minibuses, tempos and auto rickshaws. As of January 2004, 300 private minibuses, 150 tempos, and 10,000 auto rickshaws were plying as IPT, but with poor service levels. Lack of public transport was a catalyst for rapid increase in personalized vehicles, and high level of pollution and accidents. Worried over the rapid growth of personalized vehicles, and high levels of pollution and accidents in Indore, policy makers and administrators had made several attempts of reviving the public transport system in the city. In 2005, the Collector and District Magistrate of Indore decided to make another attempt of reviving the public transport. The two cases, Indore City Bus Transport Service (A) and Indore City Bus Transport Service (B) discuss the complexity involved in the planning, rolling out, and running of public transport services in Indore on a sustainable basis. Case (A) details the prevalent socio-economic condition, travel characteristics, and positions taken by various stakeholders on provisioning of public transport service in Indore as of November 2005. Case (B) discusses the challenges during the growth and operation of the services as of June 2008. Unprecedented rise in crude oil prices along with (i) increase in maintenance cost of buses, price of new buses, and bank interest and (ii) decrease/marginal increase in the fare box revenue (more people were shifting to passes) and advertisement revenue depleted the margin of the operators. The fares had not been increased since the launch of services in February 2006. It was clear that Indore City Transport Service Limited (ICTSL), the SPV created to run the transport system, would survive only if operators were able to survive. The readers have to take the position of the board of ICTSL and consider various options available to them for running the services on a sustainable basis.

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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