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The purpose of this paper is to use strategic resource management (SRM) model and data envelopment analysis (DEA) for benchmarking Indian retailers. The study ascertains, how a retailer can benchmark its performance at company level, global level, store level and finally at merchandise category level using diverse strategies for inventory, space and people.

The paper aims to use SRM model, for evaluating and comparing the performance of two generalized retailers Shoppers Stop and Trent. These two generalized retailers are benchmarked with another best-in-class retailer, Wal-Mart using the SRM model. The benchmarking exercise brings out improvement directions for the Indian retailers. In the next part of the study, economic efficiencies of 11 generalized retailers are ascertained using DEA model. Finally, a study is conducted to understand, how SRM model can be used as a planning tool for deciding alternative inventory, space and people strategies at store level as well as at merchandise category level.

Based on the data for the year 2011-2012, Trent’s performance is comparatively better than Shoppers Stop. The paper offers suggestion to improve its performance. Next, it was found that the performance of Wal-Mart is superior to the two Indian retailers. The study offers direction to the two retailers to devise appropriate strategies to improve their performance. The study further ascertains the relative efficiencies of 11 generalized retailers in the country. Finally, an illustration of how a retailer can use the SRM model as a tool for planning alternative strategy for inventory, space and people in a particular merchandise category is offered using data from a retail firm. The study has used “Jeans” and “Toys” as two categories to demonstrate this concept.

The examples considered in this paper can be used by practicing retailers to plan and benchmark their performance.

The study proposes a method, by which retailers can examine ways to plan and improve their operations and profitability by using the SRM and DEA model. The study is therefore relevant to practicing retailers as well as academicians.

The case study aims to provide students with an understanding of the challenges businesses face expanding into the home market after having an international presence through exports. It also throws light on operations in an emerging market economy – both rural and urban. The key objectives are to understand the leather footwear business operation in India, understand the challenges of expanding business in India, analyse strategies adopted to sustain and compete in India and identify the possible distribution strategies for the leather footwear business in India.

The case study focuses on Tata International Limited’s (TIL) leather and leather products business in India. The leather and leather products division was present in India since 1973 (Anand, 2020) and exported to more than 35 countries across the world (Anand, 2020). TIL did not want to miss the opportunity available in India and planned to expand its leather footwear business in the country. The company opened retail outlets in major Indian cities and an experience store in Dewas (Madhya Pradesh) in 2019. It aimed for a domestic presence along with the existing export business. However, the biggest challenge that was in front of V. Muthukumaran, head of leather products division at TIL, was how to go ahead with the idea of domestic expansion (Anand, 2020). Should the company expand the market through sister companies (Westside and Tata CliQ) in India? How and in what way should TIL plan for going through Westside and Tata CLiQ? Should Muthukumaran think of either the brick-and-mortar route or the online route or both?

This case study is designed for use in undergraduate and graduate early-stage programmes. This case study is primarily designed for use in Master of Business Administration and/or Bachelor of Business Administration programmes. The case study is ideal for courses on understanding the expansion in the domestic market, strategy, retail and international marketing. The teaching note discusses theoretical frameworks such as external environment analysis and SWOT analysis to devise distribution strategies. The case study mapped the distribution channel and decision alternatives for the company.

Teaching notes are available for educators only.

CSS 8: Marketing.

This paper reports the use of situational analysis as a systems methodology to evaluate the voices of independence change and empowerment in the Stoke-on-Trent (VOICES) partnership project.

Using situational analysis and drawing on a range of secondary data sources, a three-stage conceptual mapping process provided a detailed picture of both the non-linear interlinkage and complexity of the local system that VOICES was working to influence, as well as the processes that shaped the experiences of those who act within the situation.

Data highlighted the systemic challenges facing VOICES customers (e.g. stigma and marginalisation and lack of legal literacy), progress made by VOICES in each of their priority areas and an overarching theme of VOICES promoting equity (rather than equality) to address failure demand in the system of support for people with multiple needs and disadvantage.

The authors present the novel application of situational analysis to demonstrate a substantial impact of VOICES while demonstrating the value of this methodology for complex systems thinking research and evaluation.

Flip‐chip assembly, developed in the early 1960s, is now being positioned as a key joining technology to achieve high‐density mounting of electronic components on to printed circuit boards for high‐volume, low‐cost products. Computer models are now being used early within the product design stage to ensure that optimal process conditions are used. These models capture the governing physics taking place during the assembly process and they can also predict relevant defects that may occur. Describes the application of computational modelling techniques that have the ability to predict a range of interacting physical phenomena associated with the manufacturing process. For example, in the flip‐chip assembly process we have solder paste deposition, solder joint shape formation, heat transfer, solidification and thermal stress. Illustrates the application of modelling technology being used as part of a larger UK study aiming to establish a process route for high‐volume, low‐cost, sub‐100‐micron pitch flip‐chip assembly.

CSP (chip scale packaging) and flip chip area array technologies are emerging within the electronics packaging industry to provide solutions capable of fulfilling the technological demands of computer, telecom and consumer electronic products. However, the full potential of area array attach can only be realised if the next level of interconnect is capable of supporting the fine pitch and high I/O characteristics of emerging CSP and flip chip technology. Celestica has addressed this issue by investigating next generation printed circuit board (PCB) technology, to assess the capability of organic based laminate as a high density interconnect. This paper describes the manufacturing experiments performed to produce a laser microvia interconnect solution. The mechanical performance of the interconnect is also presented to confirm its compatibility with area array assembly.

There has been extended debate about how to conceptualise inter‐organizational restructuring in late twentieth century capitalism, giving rise to a number of models that attempt to represent productive change. A number of such conceptualisations of transformation under the banner of “agility” attempt to provide guidance about “managing” physical and social relationships within and between companies in response to growing market complexity. The theoretical argument in this paper is that inter‐firm agility cannot be objectively understood in all cases using simple unidirectional cause and effect as such theories do not take into account more subjective aspects of interaction. Specifically, we argue that to have a vision of agility in action there must be an evaluation of complexity in and between organisational boundaries with a theoretical approach that gives a more robust appreciation of inter‐firm ties. Conceptualising agility in this way captures the essence of tacit knowledge between firms along with the physical dynamics of network functioning.

While the spotlight of the Great Debate rests mainly upon the education of our older children still at school, the question of what happens as they leave school and take their first steps into the post school world rates mention from time to time in the media and from public platform. We have heard recently a number of ringing declarations that ‘continued education’ or ‘universal day release’ for all young people up to the age of 18, a principle enshrined in successive education acts since 1918 but never implemented, should be accepted forthwith as Government policy.

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 chapter addresses Bangladeshi female students’ experiences of higher education in the United Kingdom through the race/gender trajectory. Research shows that although minority ethnic women invest heavily in education, they go on to face obstacles in the labour market. However, there is a strong desire to study which is evident in the increasing numbers of Bangladeshi women applying to university since 1994. The chapter draws on empirical research with women who have claimed a kind of ‘agentic autonomy’ to pursue education in the face of structural inequalities.

The chapter is based on research conducted with a sample of Bangladeshi women studying at or recently graduated from university. Qualitative research was carried out in the form of semi-structured interviews with 13 participants.

The study finds that Bangladeshi women are undeterred by structural inequalities in higher education and employment. Although they expect to face some difficulty finding suitable employment, they are optimistic about the future. They represent a group of women who have been able to achieve their objectives to study at degree level and show aspirations towards achieving similar objectives after graduation.

Bangladeshi women show agency and agentic behaviour to negotiate access to higher education institutions. This will, in the future have a knock-on effect in employment.