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India's textile industries play a vital role in the Indian economy. These industries consume the highest thermal energy (steam power). The demand of the steam in process industries is increasing rapidly, and this demand can be met by increasing the capacity utilization of steam boilers. The purpose of this paper is to present a new approach for reliability analysis by expert judgment method.

A lack of adequate life data is one of the biggest challenge in the reliability analysis of mechanical systems. This research provides an expert judgment approach for assessing the boiler's reliability characteristics. For this purpose, opinions of experts on time to failure and time to repair data were elicited in the form of statistical distributions. In this work, reliability analysis of the boiler system is carried out by expert judgment method and by using best-fit failure model. The system reliability along with preventive maintenance intervals of all components is also evaluated.

It is observed that the reliability analysis results obtained by expert judgment method and best-fit failure model method indicate that there are no significant differences. Therefore, in case when insufficient data are available, the expert judgment method can be effectively used. The analysis shows that the feedwater tank, feedwater pump, supply water temperature sensor, strainer, return water temperature sensor, condensate filter, mechanical dust collector, coal crusher and fusible plug are identified as critical components from a reliability perspective, and preventive maintenance strategy is suggested for these components.

In this research paper, a system reliability model by the expert judgment method is developed, and it can be effectively used where insufficient failure data are available. This paper is useful for the comparative evaluation of reliability characteristics of a boiler system by expert judgment method and best-fit failure model method.

This study aims to examine the perceptions of accounting practitioners and users about implementation challenges with International Financial Reporting Standards (IFRSs) at the pre-implementation stage. Under institutional pressures, India conveyed its decision to implement IFRS beginning 1 April 2016, despite initial reluctance to adopt IFRS. It specifically explores the responses of accounting professionals (preparers) and the banking industry professionals (users) in India to challenges in IFRS implementation, rather than more widely researched dimensions of IFRS implementation such as reasons for adoption, experience effects and diversity in practice.

A quantitative research approach was adopted, using a questionnaire survey that provided 192 responses from accounting practitioners and banking professionals working in India.

The findings convey IFRS implementation preparedness perceptions of participants with respect to education, training and information technology (IT) infrastructure. Respondents acknowledged the efforts and capability of the accounting body, the Institute of Chartered Accountants of India, but expressed reservations about training, cost, interpretation, IT infrastructure and staffing. The accounting practitioners and the users have similar perspectives on the subject of awareness and preparedness challenges of IFRS implementation.

The study heightens awareness of the challenges facing jurisdictions who express initial reluctance, although they ultimately decide to adopt IFRS on account of institutional pressures. The analysis suggests that the International Accounting Standards Board should increase focus on implementation issues, in addition to updating and making IFRSs.

The study is distinct from the studies in abundance on the creation of accounting standards, implementation benefits and their implication in a specific geography.

This paper aims to explore the awareness of terminology related to intellectual capital (IC) among executives of Indian banks and the sources in which they mostly find IC-related terminology. The paper also explores relative and specific contributions of each selected source of information in creating IC awareness among bank executives in India and determines difference among the executives from the public and private sector.

This research paper follows a survey-based approach to capture the perceptions of Indian bank managers working middle and top management across different banks. Regression analysis and ANOVA were applied to data from 166 responses.

The study finds that IC awareness among Indian banking executives is reasonably high and is equally spread across the three sub-categories of capital (external capital, human capital and internal capital), though the relative awareness of external capital is on the higher side. However, the sources of awareness of IC terminology differ among executives from the public- and private-sector banks.

The sample was limited to middle and top managers in the Indian banking industry and suffers from the usual limitations of survey-based research such as the design of the survey instrument and the personal biases of the respondents. Some limitations may also have arisen because of the definitions of IC elements adopted by this study.

This research adds a new dimension to the IC research by exploring the practical application and awareness of IC that deviates from traditional annual report-based disclosure and valuation studies. No existing literature has examined the survey-based awareness study, particularly on the banking industry. This paper provides a foundation for future studies that examine the operational awareness and application of IC in the service industries.

Narendra Modi’s Bharatiya Janata Party made fighting corruption as a major election plank, and won the 2014 elections, and formed the National Democratic Alliance government – a majority party government in India in nearly 30 years. Modi was re-elected in May 2019 with a bigger majority. As his government celebrates the second term, it is time to assess the last five years’ accomplishments in fighting corruption. This chapter deals with the subject under four major headings. The first examines the efficacy of existing anti-corruption agencies. The second explains the office of Lokpal (Ombudsman). The third analyses the initial challenges and efforts of the Modi government. The fourth draws some conclusions.

Strategy.

MBA.

On 20 May 2016, the Management team at Patanjali Ayurved Limited (PAL), an Indian fast-moving consumer goods (FMCG) company, had assembled in their Haridwar office, India, to discuss their future growth plans. The team was in a celebratory mood, as their internal reports suggested the annual revenue forecasts for the year 2016-2017 to be INR 10bn, an increase of 100 per cent as compared to the previous fiscal year 2015-2016 that recorded annual revenues of INR 5bn. PAL incorporated in 2006 and co-founded by Acharya Balkrishna operated in four business segments of foods, personal care, home care and Ayurved products. The products sold under the brand name Patanjali were single-handedly promoted by Swami Ramdev (hereafter referred as Ramdev), a popular Yoga practitioner and preacher amongst the Indian masses, as well as PAL’s co-founder. Ramdev recommended PAL’s products in his yoga sessions on television and yoga shibirs which had led to huge positive “word-of-mouth” publicity for their brand Patanjali. Their fast-paced growth in less than a decade had generated a disruption in the Indian FMCG sector, resulting in a negative impact on the sales of established multinational corporations (MNCs) such as Colgate-Palmolive, Hindustan Unilever Limited (HUL), ITC Limited (ITC), besides the domestic players such as Dabur India Ltd. and Emami Ltd. This had led their FMCG competitors to launch plans to strengthen their product portfolios so as to provide a tough competition to PAL. The management team at PAL, though confident of achieving their annual revenue targets, were apprehensive of this new competition from the big players of the FMCG sector. Were they capable of continuing their success story? Going forward what strategic steps would ensure them a sustainable growth and a market leader position? The mood turned reflective as the team pondered on some of these questions.

The case is structured to enable discussion on: conducting and understanding a general environment analysis and industry and competitive analysis and critically evaluating the firm’s strategic positioning and scope in a competitive environment.

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CSS 11: Strategy.