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This paper aims to demonstrate how consumer clickstream data from a leading hotel search engine can be used to validate two hidden information processing stages – first eliminate alternatives, then choose – proposed by the revered information processing theory of consumer choice.

This study models the two hidden information processing stages as hidden states in a hidden Markov model, estimated on consumer search behavior, product attributes and diversity of alternatives in the consideration set.

First, the stage of information processing can be statistically characterized in terms of consumer search covariates, including trip characteristics, use of search tools and the diversity of the consideration set, operationalized in terms of: number of brands, dispersion of price and dispersion of quality. Second, users are more sensitive to price and quality in the first rather than the second stage, which is closer to purchase.

The results suggest practical implications for how search engine managers can target consumers with appropriate marketing-mix actions, based on which information processing stage consumers might be in.

Most previous studies on validating the information processing theory of consumer choice have used laboratory experiments, subjects and information display boards comprising hypothetical product alternatives and attributes. Only a few studies use observational data. In contrast, this study uniquely uses point-of-purchase clickstream data on actual visitors at a leading hotel search engine and tests the theory based on real products, attributes and diversity of the consideration set.

The objective of writing this case study is to allow management students to engage with the complexities of mergers and acquisitions (M&As) in the insurance sector in an emerging economy like India. Upon completion of this case study, the students will be able to critically evaluate the business environment of the insurance sector of a developing economy like India, analyse the impact of M&As on the insurance industry of India, appraise the post-merger consequences and strategies to deal with these consequences, assess the applicability of market power and growth theories in the context of M&As and develop a strategic action plan for handling post-merger challenges.

On 3 September 2021, the Insurance Regulatory and Development Authority of India (IRDAI) approved the “Scheme” related to the merger of the non-life insurance division of Bharti AXA General Insurance Company Limited (“Bharti AXA”) with ICICI Lombard General Insurance Company Limited (“ICICI Lombard”). Earlier, on 21 August 2020, the boards of the companies had approved entering into definitive agreements through a scheme of arrangement. The merger received approvals from different regulatory bodies as mandated (Gandhi et al., 2023). Bhargav Dasgupta, managing director and Chief Executive Officer of ICICI Lombard, stated, “This is a landmark step in the journey of ICICI Lombard, and we are confident that this transaction would be value accretive for our shareholders” (FE Bureau, 2020). However, the merger posed a dilemma for Dasgupta and the management regarding crop insurance owing to its impact on profitability. Crop insurance historically had high claim ratios nearing 135% for ICICI Lombard for financial year 2018. The company ceased to underwrite this product from 2019 onwards (TNN, 2019). However, ICICI Lombard had to fulfil the three-year commitment made by Bharti AXA to the state governments of Maharashtra and Karnataka towards crop insurance. It was a scheme initiated by the Government of India, covering farmers against losses due to cyclonic rains, rainfall deficits and other unforeseen calamities. Dasgupta faced a challenge in managing the interests of the farmers and the company’s shareholders while balancing profitability, which had already been impacted by the COVID-19 pandemic. This case study delves into post-merger complexities in the financial sector non-life insurance industry in emerging countries like India.

This case study is suitable for undergraduate and post-graduate management students and executives from the insurance industry.

Teaching notes are available for educators only.

CSS 11: Strategy.

Employment exchanges have been playing a significant role in the worldwide labor market for more than a hundred years now. In India, since 1946, millions of aspiring Indian youths have registered themselves with the government-run employment exchanges to find a job. About four million job seekers got registered at 1,000 employment exchanges in India, it is important to analyze the placement statistics of these exchanges. In recent years, new methods of job search have evolved. This study examines whether employment exchanges are effective in the changed scenario?

Using state-level employment exchange data for the period 2010–2011 to 2019–2020, this study analyzes the determinants of job placement at employment exchanges in India. A critical analysis of the functioning of employment exchanges along with recommendations to improve the job search ecosystem in India is also presented in the study.

This study found that increased share of service sector in the state economy negatively impacts placement at employment exchanges.

The absence of focus on the service sector requires policy intervention if Indian employment exchanges are to remain relavant.

The government administration should rethink that ignoring service sector employment potential is unaffordable for an emerging economy and employment exchanges should be aligned accordingly.

About 30 million people are unemployed in India. If employment exchanges are transformed, it can have far-reaching socio-economic advantages.

This study is the first sub-country level study on the institution of employment exchanges. This study comprehensively maps the landscape of career services in India. Empirically establishing the impact of sectoral structure of economy on efficacy of employment exchanges, and makes the case for policy intervention that is needed to keep the employment exchanges relevant in India.