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The case study should enable the student:1. to assess the complexities of the Indian quick service restaurants (QSRs) market and its competitive dynamics;2. to infer the factors which have contributed to the growth of Domino’s Pizza in India;3. to apply different tools and techniques to assess and refine strategy;4. to evaluate Domino’s Pizza India in the context of the value chain analysis; and5. to examine the strategic options available to Domino’s India for achieving its future growth in India.

The case details the growth story of American pizza chain Domino’s in India. Jubilant Food Works Limited (JFL), a part of the Jubilant Bhartia Group, operates the Domino’s Pizza chain in India. The first restaurant was opened in India in 1996 and, in the initial years, the focus was on promoting and popularising “pizza” as an interesting meal replacement option. Over the years, through memorable advertising, operational efficiency and product innovation, Domino’s emerged as the market leader in the organised pizza market in India. The growth in competition both from domestic and international brands and the challenge posed by the growth of food aggregators posed challenges to its prospect of maintaining market leadership. The nationwide lockdown because of the pandemic severely impacted the foodservice industry. Significant changes were seen in the operations of the QSR and rapid growth was witnessed in online food ordering especially through food delivery apps. The management at JFL believed that the demand for QSR would increase rapidly in the country given the possibility of closure of 30%–35% of conventional restaurants. This company had raised the store addition target for FY22 to 150–175 from earlier 135 as it believed that there would be a greater demand for trusted brands. The management believed that the domestic market had the capacity to absorb 3,000 Domino’s outlets compared with the earlier estimate of 1,800–2,000 outlets. In the first quarter of FY22, it added 20 new Domino’s stores. Was the management correct in anchoring its future success on new physical retail outlets? Was there a need to revisit the strategy?

The case has been written with the objective of enabling the students to understand the dynamics of a rapidly changing emerging market. It is structured for use at a Master’s level course and an MBA audience in the subject of Business Strategy/Retail Strategy.

Teaching notes are available for educators only.

CSS 11: Strategy.

Business strategy.

The case has been written with the objective of enabling the students to understand the dynamics of a rapidly changing emerging market. It is structured for use at a Master-level course and an MBA audience in the subject of Business Strategy.

The case details the growth story of American fast food chain McDonalds in West and South India markets. Westlife Development Limited (WDL) operates McDonald’s chain of quick service restaurants (QSR) in these markets; they entered the markets in the year 1996 and since then have adopted various market strategies such as investments in multiple format QSRs, aggressive rollouts of new QSRs, increase in product variants etc. for a sustained growth trajectory. However, the increased competition from both the national and international QSR brands and the new segment of competition from “techie” food aggregators challenges their prospects to maintain a number one position in these markets. As Amit Jatia – the Vice President of WDL − prepares his presentation for the scheduled Executive Leadership Team meeting, he seeks answers to two prime questions a) How could WDL once again regain the number one status in these markets? b) What best strategies the team needs to adopt to remain relevant to the Indian consumers?

The case study should enable the student: 1. To comprehend the complexities of the Indian QSR market and its competitive dynamics 2. To analyze the factors contributing to the growth of the India QSR sector. 3. To identify the market factors that led WDL to adapt their strategy to the market 4. To understand the significance of business strategy localization as adopted by WDL in the markets of West and South India. 5. To evaluate sources of competitive advantage for McDonald’s in the West and South India markets.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 11: Strategy.

The learning outcomes of this paper are as follows: to comprehend the unique features of the DMart business model, to understand the dynamics of the Indian food and grocery market, to analyse the reasons for the success of DMart, to analyse the financial health of a business by using financial ratios and to appreciate the effect of business and operating strategy on financial statements.

In September 2020, the management team of Pegasus Consulting (PS) – a boutique strategy consulting firm headquartered in Mumbai, India had convened a meeting to evaluate business options for future growth. Post the COVID −19 pandemic outbreak in India in March 2020; many industry sectors had been experiencing a general slowdown in business. Retail was one such sector identified, which had faced a slowdown. A recent Edelweiss report suggested a 39% dip in revenues of DMart stores that were owned and operated by Avenue Supermarts Limited (ASL). The PS team had been following the impressive growth story of DMart since 2017 when they had made a historic market debut with the initial public offering. Over the years the company had grown and emerged as one of the most valued listed retailers in the Indian retail space in the fiscal year 2019–2020. However, much had changed, as the imposition of the countrywide lockdown in March 2020. Based on the Government of India and local government directives nearly 50% of the stores had to be temporarily shut. The case highlights the dynamics of the Indian retail market with multiple players and formats and the changes in consumer behaviour. ASL had used its DMart Ready online app and DMart on Wheels to service the needs of its customers during the period of the lockdown. The PS team wanted to make a business consulting pitch to DMart to help them revive their growth trajectory. What could be the best advice that the PS team could offer to DMart in their pitch?

The case has been written with the objective of enabling the students to understand the dynamics of a rapidly changing emerging market. It is structured for use at a Master’s level course and an MBA audience in the subject of business strategy and/or retail strategy.

Teaching Notes are available for educators only.

CSS 11: Strategy.

This study aims to reflect on how the COVID-19 pandemic has intensified the social and economic vulnerability of Indian elderly women, thereby making them prone to varied forms of abuse and denying them of the basic rights of secured existence.

This study was conducted by analyzing primary data from government sources that dealt with the aging Indian population and the common predicaments that elderly women experienced during the pandemic. A qualitative interview was conducted in three old-age homes in India where the experiences of 26 elderly female residents were documented for understanding their experiences during the pandemic. The secondary data collected from different newspaper articles and online resources also enabled in perusing the difficulties that they faced both at home and the caregiving space at the critical juncture of COVID-19.

Nearly 73% of the elderly population in the country has faced an incidence in different forms of abuse and exploitation during the subsequent waves of the pandemic. Disrespect and neglect were the most common type of mistreatment and around 23.1% reported physical assault. The elderly women were victimized further on socioeconomic grounds and their rights of living a secured and dignified life were significantly neglected.

The basic premise of this paper operates on the ground that the family as an institution has shunned taking care of the responsibilities vis-a-vis the elderly and therefore formal institutions have been introduced to aid in the conventional caretaking responsibilities in the Indian societal structure. This situation became all the more grave during the pandemic and therefore needed much intervention. This paper follows the theoretical lens of gender theory and case study method to analyze the data.

The HelpAge India report findings entail that elderly women/widows are doubly marginalized in the Indian society, and the COVID-19 pandemic has escalated the caregiver stress on manifold levels, thus exacerbating the problem. As most of the female senior citizens are economically dependent on their children and relatives, financial exploitation became one of the important premise that deprived them of a healthy living both at home and elderly caregiving institution. Despite the prevalence of certain elderly assistance schemes in the country, the older women’s needs and well-being got heavily impacted and their voice gets hardly recognized in the wider spectrum of sociopolitical events. To extend the requisite help and assistance to this socially vulnerable section, the government on September, 2021, launched a pan-India, toll-free helpline number “Elder Line” to provide relevant information on elderly legal and medical aid and guidance on procuring pension.

According to the secondary findings, a significant percentage of elderly women have been susceptible to physical and emotional abuse and factors such as widowhood, economic dependency, physical infirmity, cognitive impairment along with other stressors have aggravated their exposure to ill-treatment during the pandemic span. Thus, to recognize and mitigate the existing problems affecting the elderly subjects, the government should devise the necessary protocols and adopt essential measures to ensure the welfare of the marginalized section and protect their basic rights of a holistic existence.

Banking industry forms a part of financial services that has emerged itself as the most important source for India’s economic growth. Job satisfaction of employees is one of the important pre-requisites to ensure smooth functioning of banks. The purpose of this paper is to explore the association of job satisfaction with the quality of work life factors of bank employees (n=300), followed by the essential influential relationship of these concepts with socio-demographic characteristics, thereby, proving its own distinct contribution to the subsist body of literature.

This study has considered five private sector banks in India and has used the technique of multi-stage sampling to collect primary data. The respondents from different cadres, namely, executive, associate and manager involved in customer-oriented interactions participated in this survey. The analysis has been conducted by applying descriptive statistics, regression analysis (impact of the quality of work life factors on job satisfaction) and χ² statistics (association of the quality of work life and job satisfaction with socio-demographic variables). The results have been compared with the Herzberg Theory of Job Satisfaction.

The results of the study show the presence of variance (R² 61.40 percent) in job satisfaction as explained by the quality of work life constructs. The unconducive work environment has confirmed negative association with job satisfaction. The study foresees to contribute useful information to the top management level in the organizations to enhance employees’ overall job satisfaction.

The opaqueness with which the Indian banking industry has its roots and existence in India, the present study clearly has limits: the small size of the sample and the study considered only private sector banks.

A planned approach at organizational and individual level is highly recommended. The bank management must realize the importance of their devoted staff by giving them quality work environment. The initiatives like regular exercise routines can be adopted to reduce stress. Some respondents expressed the need for intercity branch associations, which can help them to solve common problems, better learning opportunities with an informal atmosphere along with other training sessions organized formally.

The paper gives a theoretical explanation of the quality of work life and job satisfaction factors in the Indian private banks falling under the umbrella of Indian banking industry with respect to the employees of private sector banks.