BBMCI: setting up a distribution channel in India

2011 ◽  
Vol 1 (1) ◽  
pp. 1-10
Author(s):  
Jaydeep Mukherjee
Keyword(s):  
Market Entry ◽  
Distribution Channel ◽  
Subject Area ◽  
Channel Management ◽  
Content Type ◽  
Implementation Challenges ◽  
Distribution Strategy ◽  
Distribution Channel Management ◽  
Wholly Owned Subsidiary ◽  
Management Students

Subject area International marketing, distribution channel management, market entry, strategic management. Study level/applicability Masters level management students and executives specializing in distribution channel management. This case can also be applied to Masters level analysis of strategic marketing. Case overview The case examines BBMCI, a wholly owned subsidiary of a multinational making an entry in the Indian consumer appliances market. The focus of the case is the distribution aspect of the market entry strategy, its formulation and implementation. Expected learning outcomes The key learning objective is to evaluate distribution channel design and monitoring mechanisms. The case examines the linkage of distribution strategy formulation and the implementation challenges in a large and internationally extended sales organization. The key takeaway would be the need to change the distribution strategy as the organization's position in market evolves. Supplementary materials Teaching note.

Middle East luxury retail sector – opportunities or uncertainties in the future?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-39
Author(s):  
Roger Moser ◽  
Gopalakrishnan Narayanamurthy
Keyword(s):  
Middle East ◽  
Multinational Corporations ◽  
International Business ◽  
Market Entry ◽  
Middle Eastern ◽  
Subject Area ◽  
Retail Sector ◽  
Senior Executive ◽  
Content Type ◽  
The Future

Subject area The subject area is international business and global operations. Study level/applicability The study includes BSc, MSc and MBA students and management trainees who are interested in learning how an industry can be assessed to make a decision on market entry/expansion. Even senior management teams could be targeted in executive education programs, as this case provides a detailed procedure and methodology that is also used by companies (multinational corporations and small- and medium-sized enterprises) to develop strategies on corporate and functional levels. Case overview A group of five senior executive teams of different Swiss luxury and lifestyle companies wanted to enter the Middle East market. To figure out the optimal market entry and operating strategies, the senior executive team approached the Head of the Swiss Business Hub Middle East of Switzerland Global Enterprise, Thomas Meier, in December 2012. Although being marked with great potential and an over-proportional growth, the Middle Eastern luxury market contained impediments that international firms had to take into consideration. Therefore, Thomas had to analyze the future outlook for this segment of the Middle East retail sector to develop potential strategies for the five different Swiss luxury and lifestyle companies to potentially operate successfully in the Middle East luxury and lifestyle market. Expected learning outcomes The study identifies barriers and operations challenges especially for Swiss and other foreign luxury and lifestyle retailers in the Middle East, understands the future (2017) institutional environment of the luxury and lifestyle retail sector in the Middle East and applies the institutions-resources matrix in the context of a Swiss company to evaluate the uncertainties prevailing in the Middle East luxury and lifestyle retail sector. It helps in turning insights about future developments in an industry (segment) into consequences for the corporate and functional strategies of a company. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or e-mail [email protected] to request teaching notes. Subject code CSS 5: International Business.

Aavaran: creating niche through contemporary traditional textiles

2013 ◽  
Vol 3 (2) ◽  
pp. 1-12
Author(s):  
Jagriti Mishra
Keyword(s):  
Supply Chain ◽  
Raw Materials ◽  
Subject Area ◽  
Rural India ◽  
Content Type ◽  
Governmental Organization ◽  
Business Administration Students ◽  
Textiles And Clothing ◽  
Set Up ◽  
Management Students

Subject area Marketing. Study level/applicability The case is aimed at Business Administration students. Case overview Udaipur based Aavaran – the echos of rural India – is a concept by COS-V, a leading non-governmental organization (NGO), which aims at connecting the tribal women of rural India with the mainstream. The NGO, set up in 1988 by Smt. Girija Vyas, was initially involved in imparting vocational training to the rural poor. Later, COS-V was taken up by Alka Sharma, a graduate from the Indian Institute of Crafts and Design, Jaipur, who completely changed the direction of the NGO. Her interest in textiles and crafts led to the genesis of the concept “Aavaran”. Aavaran is a retail outlet which was opened with a vision to provide the Indian market with traditional yet contemporary textiles and clothing. It offers a collection of women's and children's clothing and home textiles using a variety of traditional textiles and crafts. It is an artisan driven concept where the supply chain incorporates the essence of Indian textiles and crafts at every level. From the dyeing, printing, sampling and assembly of garments everything is done by the local women trained by COS-V with the support of DC-Handicrafts. The raw materials – the textiles, grey fabrics, etc. – are sourced directly from the rural weavers and artisans across India. The case study discusses how Aavaran developed the unique positioning of a retail platform for contemporary products made from traditional techniques, skills and hand-based processes; how it could revive the diminishing arts of Dabu and Phetia and how it carved a niche through its channelized marketing efforts. Expected learning outcomes The case will familiarize management students with the concept of niche marketing with Udaipur based firm Aavaran as an example which developed a unique positioning through its traditionally developed products. It will also acquaint students with a basic understanding of a supply chain with a cooperative firm in focus. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

YC Company: decreasing profit margin in overseas market

2013 ◽  
Vol 3 (1) ◽  
pp. 1-11
Author(s):  
Zhuo Jun ◽  
Huang Yingrui ◽  
Li Lele ◽  
Mark J. Greeven
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Mainland China ◽  
Subject Area ◽  
Profit Margin ◽  
Content Type ◽  
Postgraduate Students ◽  
Sales Revenue ◽  
Management Students ◽  
Rate Of Profit

Subject area Strategic management. Study level/applicability This case is suitable for graduate students, postgraduate students and MBAs. Case overview YC Company is a foreign trade SME operating in the lighting fixtures export business in Ningbo City, a major outdoor lighting products manufacturing base in mainland China. Established by Li Lele in 2008, the sales revenue and gross profit of YC Company have been increasing every year, reaching $ 4.06 million and ¥ 1.00 million, respectively, by the end of 2011. However, the growth rate of profit lagged far behind the growth of sales revenue. If this situation were not controlled, YC Company would hardly survive in this increasingly competitive market. Li Lele, the CEO of the company, was trying to find a way to enlarge the profit margin. Expected learning outcomes This case lets students learn more about strategic management. Students are expected to learn: how to precisely identify and map a problem; and how to select a better solution by analyzing the context and using some strategic analysis tools, such as Porter's Five Power, Smile Curve, SWOT. In the learning process, students are expected to acquire a better knowledge of some strategic management theory/method, international business, the condition of small and medium trading companies in China. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Managing the women managers: a case study of paper bag makers

2015 ◽  
Vol 5 (2) ◽  
pp. 1-17
Author(s):  
Anupma Srivastava ◽  
Amita Marwha
Keyword(s):  
Women Workers ◽  
Human Resource ◽  
Informal Sector ◽  
Urban Poor ◽  
Subject Area ◽  
Point Of View ◽  
Content Type ◽  
The World ◽  
Management Students

Subject area Human resource management. Study level/applicability It is appropriate for graduate students majoring in human resource or business management. Students who are interested in studying Asian economies in the world, as they are the most growing economies in the world and at the same time have a shocking number of people employed in the informal sector. Case overview This case study talks about women workers who face a glass ceiling at the management level and deplorable working conditions at the informal level. This case involves women in the paper bag-making business, a part of the urban informal sector. The paper bag-making business provides employment and income generation for the urban poor. The focus in this study is on women production workers, rather than entrepreneurs or professional managers. Focus of the study will be on the change in the pattern of income distribution within the family-based household, the degree of bargaining power derived from productive work and income and impact of technology on the plight of unskilled women force and how technology and vocational training can lead to utilization of manpower being wasted because of lack of synergy between technology and the informal sector in India. Expected learning outcomes Four key points of selection, training, assessment and leadership all have been addressed in this case study, and the relevance of these points is important from the point of view of management students who have to understand the linkages and the hidden costs these informal sector occupations come with and then to device an appropriate strategy to bring and use these human resources to their full capacity by utilizing the existing resources instead of adding new ones, which in development economics is known as Solow residual. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Dainik Bhaskar: live no negative

2017 ◽  
Vol 7 (3) ◽  
pp. 1-22
Author(s):  
Chandan Parsad ◽  
Sanjeev Prashar ◽  
Vinita Sahay
Keyword(s):  
Brand Management ◽  
Subject Area ◽  
Primary Objective ◽  
Good News ◽  
Common Belief ◽  
Content Type ◽  
Newspaper Industry ◽  
Negative News ◽  
The Common ◽  
Management Students

Subject area Strategic Marketing Management. This case is also relevant for discussion in other courses like brand management. Study level/applicability Postgraduate Management students. Case overview Just before the official launch of “no-negative” news edition by Dainik Bhaskar Corp. Ltd, there was widespread speculation that the group was risking too much by going against the set convention of the newspaper industry. The common belief in the industry was “If it bleeds, it leads” and “good news is no news”. While endeavoring to do away with this perception, the management needed answers to questions like “Would it really be an attractive proposition for the readers?”, “Was the group compromising the role and responsibilities of press in presenting the truth to the world?” and “How would it add value to the brand?” The entire debate was pivoted around the sustainability of positive marketing strategy and “Is it a good idea to go forward with No Negative?” For decades, Dainik Bhaskar was known for its strategy of capturing untapped markets or denting into monopolistic markets and become a leader. This case is an odyssey of moving away from the “me-too” to category (positive newspaper) positioning. The main objective of this case is to build the concept and rudiments of positive marketing in practical perspectives using the backdrop of the Hindi newspaper industry and its largest player breaking the myth “only negative news sell”. Besides this, the case also evolves the process of institutionalizing positive marketing in organizations. Expected learning outcomes The primary objective of teaching through this case is to make students aware and understand the emerging strategy of positive marketing and its ability to break through the present clutter in the market. It also elaborates on how companies can use this tool for differentiating themselves from others. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing.

Tata Power Ltd: innovation in financing growth

2013 ◽  
Vol 3 (3) ◽  
pp. 1-10
Author(s):  
Mayank Joshipura ◽  
Vasant Sivaraman ◽  
Sameer M. Nawani
Keyword(s):  
Financial Management ◽  
Credit Rating ◽  
Capital Expenditure ◽  
Subject Area ◽  
Global Market ◽  
Fund Raising ◽  
Content Type ◽  
Regulatory Constraints ◽  
Management Students ◽  
The Cost

Title – Tata Power Ltd: innovation in financing growth. Subject area – Corporate finance, strategic financial management, financial innovation and financial engineering. Study level/applicability – The case is suitable for graduate level management students. Case overview – In early April 2011, Mr Ramakrishnan, the CFO of Tata Power Ltd and members of his team were busy re-evaluating fundraising options for financing Tata Power's capital expenditure requirements, for refinancing of debt, for working capital related to current projects and for liquidity to support potential acquisition bids. The team had the task of evaluating different innovative funding options as the challenge was to strike a fine balance between maintaining the owners' equity without dilution of control and avoiding any adverse impact on credit rating that could increase the cost of capital; these constraints reduced flexibility for fund raising. Keeping in mind the global market scenario and estimating the investor appetite were factors critical to the structuring of a funding instrument. Expected learning outcomes – The case will help students to be comfortable in thinking about evaluating markets, financial instruments and weigh rating considerations and regulatory constraints for taking capital structure decisions. Supplementary materials – Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Dilemma in hiring

2012 ◽  
Vol 2 (8) ◽  
pp. 1-5
Author(s):  
Seema Bhatt
Keyword(s):  
Manufacturing Sector ◽  
Selection Process ◽  
Resource Planning ◽  
Subject Area ◽  
Content Type ◽  
Manufacturing Organization ◽  
Set Up ◽  
Recruitment And Selection ◽  
The Right ◽  
Management Students

Subject area The recruitment and selection process, human resource planning, talent management and succession planning. Study level/applicability The case has been tried and tested in the classroom setting with management students pursuing a Post Graduate Diploma in Business Management (PGDBM). Case overview The case is set in the southern part of India in a manufacturing organization, Plomsom Ltd (a disguised organisation). Plomsom Ltd manufactures tractors and has a pan-India presence. The sale of tractors in India fluctuates over time. Sales are largely dependent on the seasonal harvests which in turn are heavily dependent on the monsoon rains. The case is designed for understanding the importance and necessity of finding the right man at the right time with the right skills in a manufacturing set up where production output is a factor of many interdependent variables. Expected learning outcomes The learning objectives of the case are: critical analysis of recruitment and selection; importance of job analysis in recruitment and selection; understanding the role of HR planning in running the operations; understanding problems in the manufacturing sector in an Indian context. Supplementary materials Teaching notes are available. Consult your librarian for access.

Sonalika’s foray into passenger vehicles

2018 ◽  
Vol 8 (4) ◽  
pp. 1-27
Author(s):  
Deepak Pandit ◽  
Shalini Rahul Tiwari ◽  
Arun Sahay
Keyword(s):  
Learning Outcomes ◽  
Dynamic Capabilities ◽  
Subject Area ◽  
Passenger Vehicle ◽  
Business Decision ◽  
Content Type ◽  
Vehicle Segment ◽  
Operational Capabilities ◽  
Vehicle Category ◽  
Management Students

Subject area This case is most suited for the course on Strategic Management. Study level/applicability The case can be used for post graduate management students and executive education participants. It should be used in the section dealing with capabilities of an organization. Case overview Sonalika Group, situated in Punjab, India, started its operations in 1969 by manufacturing agricultural implements and equipment’s. By 1990, the firm graduated into manufacturing tractors. It gradually expanded its wings in countries like Nigeria, Argentina and Brazil and became the third largest tractor manufacturer of India in FY 2012. The year 2005 was a landmark year when it entered the passenger vehicle segment through its subsidiary International Cars and Motors Limited that launched a multi-utility vehicle (MUV) named Rhino. The vehicle was expected to fill up the vacant spot created by the withdrawal of “Qualis”, which was a highly popular MUV manufactured by Toyota. However, the enthusiasm of launching Rhino waned with time because its sales did not pick up as expected. After selling around 5,000 units of Rhino, the company stopped its production as the product had started showing up teething problems. The marketers and designers burnt midnight oil to bring out an improved version of Rhino. This version was christened “Extreme” and launched in 2012. Despite all marketing, sales and service efforts, “Extreme” also failed to take off. The group is wondering when it was so successful in tractors why it has not been successful in passenger vehicle category. It has to work out a strategy to be successful in passenger vehicle segment as well. Expected learning outcomes Expected learning outcomes are as follows: to analyse the external and internal environment for a business and understand its impact on business decision-making; to understand the relationship between operational capabilities and dynamic capabilities; to identify opportunities and match it with internal capabilities; to analyse the reasons for product failure and identify remedial measures; to understand the process of technology diffusion and thereby strategic planning. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject Code: CSS 11: Strategy

The journey of Chumbak: from mail to mall – leveraging social media networks for on-going dialogue with customers

2015 ◽  
Vol 5 (4) ◽  
pp. 1-20 ◽  
Author(s):  
Chetna Kudeshia ◽  
Arun Mittal
Keyword(s):  
Social Media ◽  
Purchase Intention ◽  
Subject Area ◽  
Small Scale ◽  
Content Type ◽  
Social Media Networks ◽  
Social Media Platforms ◽  
Management Students ◽  
Positive Word Of Mouth ◽  
Start Ups

Subject area Marketing. Study level/applicability Undergraduate and postgraduate management students. Case overview Small scale business in India employ almost 30 million people contributing 50 per cent to industrial and 45 per cent to the total exports of the country. The rapid growth of internet has made it possible for the small scale start ups to reach its existing and potential customers without investing much. The case highlights this fact describing the journey of “Chumbak” a small scale business from an unknown brand to the foremost favourable funky product of India. Through this case the authors have tried to relinquish a synoptic view of how Chumbak has used varied social media platforms, to engage and connect with its customers. A survey of 147 customers of Chumbak customers shows that engagement through Facebook fan page of Chumbak positively impacts its purchase intention, brand image and leads to positive word of mouth. Expected learning outcomes The case highlights numerous dynamics of social media marketing and shows the recent social media promoting methods being used by the little scale businesses to ascertain on-going dialogues with their customers. The Case would facilitate the scholars in learning how these platforms may be used alone as a promotional tool not solely to reach the purchasers but additionally to type a higher complete awareness of the products with reference to Chumbak. The case explains that communication happening at varied social media platforms got to be tailored considering the sort of users. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

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