XL Pharmaceutical – effective operation and logistics

2011 ◽  
Vol 1 (4) ◽  
pp. 1-9 ◽  
Author(s):  
Kamal Jaafar ◽  
Jawahitha Sarabdeen
Keyword(s):  
Subject Area ◽  
Company Performance ◽  
Mena Region ◽  
Content Type ◽  
Process Improvements ◽  
Operational Capabilities ◽  
Effective Operation ◽  
Leading Position ◽  
Key Issues ◽  
Operational Issues

TitleXL Pharmaceutical – effective operation and logistics.Subject areaOperation and logistics.Study level/applicabilityStudents and practitioners.Case overviewThis case study analysis the logistical and operational issues that one of the leading pharmaceutical companies in the MENA region is facing. The case provides a practical example of a company which positioned itself well to be a leading company. However, there are some inherent operational and logistical problems that hinder the company to reach its leading position. The first section of this case describes the company, its process and its operational problems. The second section is dedicated to the analysis of the operational capabilities and current key issues. The last section provides recommendations on how to improve the current operations and ways in which the improvements can be implemented, as well showing the benefits to the company based on the theoretical and practical frameworks.Expected learning outcomesUnderstand how operational issues affect company performance. Analyse the effect that poor operational process can have on the overall company business. Evaluate alternatives for process modifications. Create plans for process improvements and assess its operational and logistical implications.Supplementary materialsTeaching notes.

Turnaround of struggling plant of DJSL Limited: capital investment or operational improvement

2018 ◽  
Vol 8 (3) ◽  
pp. 1-26
Author(s):  
Somnath Chakrabarti ◽  
Nripendra Kumar ◽  
Anupam Upadhyay
Keyword(s):  
Operations Management ◽  
Capital Investment ◽  
Swot Analysis ◽  
Subject Area ◽  
Content Type ◽  
Turnaround Strategies ◽  
People Development ◽  
Operational Issues ◽  
Functional Experience ◽  
The Impact

Subject area Strategy. Study level/applicability The case can primarily be used for a Strategic Management course for teaching the revival strategies for financially weak plants. The case highlights the need to shift from a product manufacturing perspective to a market orientation perspective and, hence, may add value as an add-on case in a Strategic Marketing course. The case also covers the topic of benchmarking which may be of use in an Operations Management course. Case overview DJSL Ltd. is the largest engineering and manufacturing enterprise in India in the energy-related/infrastructure space in the public sector. Its Lucknow unit, manufacturing porcelain insulators and wear resistant ceramic lining (CERA LINING), has started reporting losses. A change of management took place in October 2015, whereby Mr. S P Singh was appointed as the Head of the Lucknow Unit. Mr. Singh had rich functional experience of 30 years, mainly in the domains of strategy, project execution and commercial aspects. He was asked to come up with a revival plan for the Unit by the top management of DJSL. The case highlights the importance of operational issues in turnaround management. Expected learning outcomes Students may be encouraged to debate the benchmarking practices that are best suited for the Lucknow unit. They can also discuss the impact of benchmarking efforts upon turnaround strategy. Students are also encouraged to understand the constraints which may limit the success of initiatives impacting operational improvements. Students need to develop the understanding of marketing strategy to perform a SWOT analysis of each product of the Lucknow unit and to sense the business opportunities in and around the environment. Students need to discuss how productivity may be improved with the adoption of appropriate people development strategies. Students are encouraged to discuss the revival/turnaround strategies and to identify the influence of improvement in operational efficiency/productivity upon revival plan. 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 adoption of strategic pricing by industrial service firms

2015 ◽  
Vol 30 (5) ◽  
pp. 521-535 ◽  
Author(s):  
Kostis Indounas
Keyword(s):  
Positive Impact ◽  
Mail Survey ◽  
Company Performance ◽  
Service Firms ◽  
Content Type ◽  
Market Growth ◽  
Strategic Pricing ◽  
Industrial Service ◽  
Leading Position ◽  
Service Sectors

Purpose – The purpose of this paper is to measure the extent to which selected contextual variables have an impact on the adoption of strategic pricing by industrial service firms, and determine the effect of the adoption of strategic pricing on company performance. Design/methodology/approach – Data were collected from 154 industrial service firms operating in four different service sectors through a mail survey. Moreover, qualitative research through 20 in-depth interviews was carried out. Findings – The study’s main findings indicate that market orientation along with a leading position in the market and market growth boost the development of strategic pricing. On the other hand, technological and market turbulence hinder this development, while the overall impact of turbulence is reduced in market-oriented firms. Finally, a positive impact of strategic pricing on company performance was found. Research limitations/implications – The adoption of strategic pricing requires attention to a variety of factors, while this adoption can improve both qualitative and quantitative aspects of the company’s performance. The significance of these findings notwithstanding, the context of the study does limit generalization of its findings to other industrial service sectors and national contexts. Originality/value – The current study represents one of the first attempts to empirically examine the aforementioned topics in an industrial service context.

Quality Tailors, Textiles and Embroidery (QTTE)

2011 ◽  
Vol 1 (4) ◽  
pp. 1-11
Author(s):  
Diana Kao ◽  
James Higginson
Keyword(s):  
Subject Area ◽  
Organization Culture ◽  
Short Term ◽  
Time Line ◽  
Content Type ◽  
Key Issues ◽  
Pros And Cons ◽  
University Level ◽  
Owned Company ◽  
And Control

TitleQuality Tailors, Textiles and Embroidery (QTTE).Subject areaInternational business, emerging markets, strategy.Study level/applicabilityYear 3 and 4 university level.Case overviewKevin, an Indian citizen living in Oman, is the founder and president of Quality Tailors, Textiles, and Embroidery (QTTE). He is faced with a number of questions, including whether or not to establish a new division, in what direction to take the three existing divisions, and how to work with an organization culture that is resistant to change and reluctant to make decisions without his involvement. Perhaps, most pressing is the fact that the company's sponsor is demanding increased payments, since under Omani law, a foreign‐owned company must have an Omani sponsor who is entitled to a share of the profits and, in the extreme, can take over ownership and control of the business.Expected learning outcomesUpon completing this case, students will practice: identifying and using proper tools (5‐forces, SWOT, VRINE) to analyze the external and internal environments of the company; identifying key issues in the case, both long‐ and short‐term; identifying feasible alternatives and evaluating each alternatives for its feasibility, pros, and cons; and proposing an implementation plan with a time line.Supplementary materialsTeaching notes.

Leading change in a South African school

2019 ◽  
Vol 9 (1) ◽  
pp. 1-16
Author(s):  
Linda Ronnie ◽  
Sarah Boyd
Keyword(s):  
Employee Engagement ◽  
School System ◽  
Business Students ◽  
School Setting ◽  
Subject Area ◽  
Eastern Cape ◽  
Content Type ◽  
Disadvantaged Population ◽  
South African School ◽  
Key Issues

Subject area: Human Resource Management Study level/applicability: Postgraduate business students Learning outcomes The learning objectives to be drawn from the case are as follows: To discuss the challenges of a leader within a resource-constrained environment. Students are required to highlight aspects of transformational leadership and assess the leader against those criteria. To highlight the connection between employee mindset, actions, and organisational performance. Students need to identify the key issues underlying the personnel challenges facing the leader. To explore the influence of leadership on employee engagement. Students should identify the actions taken by the leader to engage employees and analyse the intention behind them, as well as the actual outcomes. To discuss the potential solutions that the leader may institute to achieve the overall transformational objective for the organisation. Case overview/synopsis This case puts students in the shoes of Siya Zwane, the newly appointed principal of Green Acres Primary School in the South Africa’s Eastern Cape. Having recently completed her PhD in education after 10 years of teaching, Zwane is well versed in the best practices for organisational development and eager to apply them in a public school setting. Her leadership is particularly relevant in the context of a struggling school system that faces, among other issues, an economically disadvantaged population, overcrowding in classrooms, poor infrastructure, and a general lack of resources, including qualified staff. As a newcomer to this school system, Zwane learns quickly how these systemic issues manifest in her teaching team and realises that her first priority must be to empower her staff and enhance employee engagement. 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 1: Accounting and Finance

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

scholarly journals Interest-free microfinance in India: a case study of Bait-un-Nasr Urban Cooperative Credit Society

2019 ◽  
Vol 11 (2) ◽  
pp. 322-337
Author(s):  
Wasiullah Shaik Mohammed ◽  
Khalid Waheed
Keyword(s):  
Growth And Development ◽  
Design Methodology ◽  
Secondary Data ◽  
Primary Data ◽  
Content Type ◽  
Industry Standards ◽  
Key Issues ◽  
Operational Issues ◽  
Practical Implications

Purpose The purpose of this paper is to understand interest-free microfinance practices in India, identify issues and recommend possible solutions. Design/methodology/approach To achieve the proposed objectives, Bait-un-Nasr (BuN) Urban Cooperative Credit Society, located in Mumbai, India, is considered for the case study. The study is based on both primary and secondary data. The primary data are collected through questionnaires and secondary data from various sources. Performance of the institution is assessed in terms of growth and sustainability indicators. Findings It is found that BuN has been successful in providing interest-free microfinance services in India. A few operational issues have been highlighted and possible solutions are recommended. Moreover, it is found that in comparison to the microfinance industry standards, the performance of BuN has been lower. Research limitations/implications BuN is evaluated from only growth and sustainability aspects and not from the aspect of the socio-economic impacts of its services on the lives of customers. Practical implications This study would become a documented source of interest-free microfinance practices in India. Moreover, the recommendations provided, if implemented, would help BuN in further growth and development. Social implications This study would help create awareness in the society about the practices of interest-free microfinance. Originality/value This paper highlights the interest-free microfinance practices in India that have not received the needed attention. The paper also attempts to identify key issues pertaining to interest-free microfinance with possible solutions.

Surviving challenges: a case of DK Exports on family business

2014 ◽  
Vol 4 (2) ◽  
pp. 1-18 ◽  
Author(s):  
Manoj Joshi ◽  
Apoorva Srivastava
Keyword(s):  
Tacit Knowledge ◽  
Family Business ◽  
Operations Management ◽  
Dynamic Capabilities ◽  
Explicit Knowledge ◽  
Subject Area ◽  
Unexpected Death ◽  
Content Type ◽  
Jigs And Fixtures ◽  
Operational Issues

Subject area – Entrepreneurship, strategy, family business. Study level/applicability – MBA, PhD (Mgmt) Case overview – DK Dies and Tools was set up initially as a tool room by its founder Krishna Verma. It manufactured machine parts, sheet metal tools, jigs and fixtures, plastic/rubber moulds and metal fabrications. The firm came to be known as DK Exports (henceforth DKX) when it was professionalized in the year 2003 for merchant exporting. Lately, after the founder's demise, professionalization had become a dire need when the firm faced with loss of customers, the market share was taken over by the Chinese, workers' expectations had risen, poor internal communications, search for dynamic capabilities and finally a need to diversify had arisen. Unexpected death of the founder had pushed the firm into doldrums. It was because of the founder's relationship and reputation in the market that the business prospered. Unfortunately, the tacit knowledge he possessed could not be handed over to his son Kunal, which led to complexes in business. Hence, there arose a need for internationalization for finding new customers and markets. Entrepreneurial orientation needed a change. The new Chairman, Kunal, had expertise in operations management, with his wife, Priyanka, looking after development via overseas collaborations. The firm had been struggling to create a two-tier top-level management to decide on operational issues, besides search for newer destinations for increasing the scale of operations. Expected learning outcomes – To understand how multilevel entrepreneurship happens and the importance of translating tacit knowledge to explicit knowledge, especially at times when the founder has to pass the baton to the second generation. 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.

Culture, career and more: the case of Dilip Roy at IHI (India) Pvt. Limited, a subsidiary of Itsun China

2011 ◽  
Vol 1 (1) ◽  
pp. 1-9
Author(s):  
Margie Parikh
Keyword(s):  
Leadership Development ◽  
Career Planning ◽  
Subject Area ◽  
Company Performance ◽  
Self Assessment ◽  
Content Type ◽  
Internal Conflicts ◽  
Start Up ◽  
Equipment Manufacture ◽  
Start Ups

Subject area Leadership development, career planning and management, management of start-ups, construction industry in India. Study level/applicability Post graduate management courses, executive training programs/modules in leadership development; organizational culture and construction management. Case overview This case illustrates the shortcomings of both the management and leadership at a start-up business within a growing industry. The rapidly growing construction equipment manufacture and renting activity in India and the lack of structure, systems and resources characteristic of start-ups are complicated more by the fact that Itsun Heavy Industry India Pvt. Ltd (IHIIPL) was in India while its head quarter was in China. In exploring the diverse human, organizational and operational problems shadowing IHIIPL and their causes, students cannot only diagnose what went wrong and why for Dilip, but also sense how he could have handled these issues more effectively. Expected learning outcomes Dilip's case cautions managers against issues common to many industries and organizations and students will examine: self assessment and career choices: the case raises question of the gap between what was needed at IHIIPL and what skills and qualities Dilip brought to the job; leadership and leadership challenge: the case raises question of what kind of attitudes and actions constitute effective leadership; and managing the company performance for a start-up: Dilip faced a constant stream of operating problems: lack of procedures and systems, a non-supportive headquarter in China, inexperienced staff, shortages of resources and material and internal conflicts. Supplementary materials Teaching note.

Enhanced company performance through the development of network alliance management skills: a four-point framework

2016 ◽  
Vol 30 (2) ◽  
pp. 11-14
Author(s):  
Mark Thomas
Keyword(s):  
Strategic Alliances ◽  
Company Performance ◽  
Management Skills ◽  
Content Type ◽  
Alliance Management ◽  
Efficient Management ◽  
Key Issues ◽  
Conceptual Paper ◽  
Corporate Alliances ◽  
Network Alliance

Purpose The prevalence of corporate alliances has increased significantly in the past 25 years. However, such coalitions do not always produce the required results – a problem that is exacerbated when several partners are involved in a network alliance. Part of the difficulty is that, often, firms do not recognize all of the key issues in the successful management of an alliance. This paper aims to outline a four-point model that can be used to help companies develop their employees and work more effectively within network alliances. Design/methodology/approach This paper is a conceptual paper that draws in examples from Apple and IBM as well as research from the automobile, oil and higher education industries. It then offers a practical ABCD framework to assist companies in developing their staff to work effectively within network alliances. Findings Many studies show that companies who habitually succeed at strategic alliances have developed superior management teams. Despite this, few companies actively encourage training or even set best practices for alliance management. Given the high cost of establishing alliances and the excessive failure rate, it would seem logical that companies would invest time in the development of skills for personnel, thereby facilitating alliance success. If organizations dedicated more time and funds to training staff in the efficient management of alliances, they would considerably increase the likelihood of their success. Originality/value This paper gives a practical framework that can be referred to when developing company employees to work more effectively within a network alliance. This framework is based on analysis from a broad range of industries.

Auditor industry specialization in a MENA region country: lessons learnt from PricewaterhouseCoopers – Egypt

2011 ◽  
Vol 1 (4) ◽  
pp. 1-17
Author(s):  
Ahmed M. Abdel‐Meguid
Keyword(s):  
Emerging Market ◽  
Subject Area ◽  
Professional Judgment ◽  
Mena Region ◽  
Industry Specialization ◽  
Content Type ◽  
Auditor Industry Specialization ◽  
Lessons Learnt ◽  
Finance Control ◽  
Upper Level

TitleAuditor industry specialization in a MENA region country: lessons learnt from PricewaterhouseCoopers – Egypt.Subject areaAuditing, accounting, finance, control.Study level/applicabilityUpper level undergraduate, MBA, MS accounting.Case overviewThis case takes an internal approach by exploring how PricewaterhouseCoopers – Egypt develops and applies industry specialization in an emerging market such as Egypt. The case focuses on three aspects of specialization. First, the strategic drivers behind specialization. Second, the internal processes of building industry‐specific knowledge. Finally, the costs and benefits of specialization.Expected learning outcomesIndustry specialization is a strategy: Specialization is a strategy primarily used by Big 4 auditing firms, such as PwC‐Egypt as a means of differentiating it self from the market. Industry specialization is a culture: For specialization to be fully effective a learning culture should be in place in which firm personnel are committed to continually seek new in‐depth knowledge about clients and their industries. •Human resources are the most valuable asset of auditing firms: •Auditing is a service that involves extensive professional judgment. Thus, knowledge and expertise of its personnel is what differentiates one auditing firm's staff from another.Supplementary materialsTeaching notes.

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