Insider versus outsider – who is better? The case of Zyne furnishings

2021 ◽  
Vol 11 (4) ◽  
pp. 1-19
Author(s):  
Gopal Venkata Vajjhala ◽  
K.S. Venu Gopal Rao
Keyword(s):  
Objective Assessment ◽  
Evaluation Process ◽  
Leadership Role ◽  
Sales Manager ◽  
Western Region ◽  
Content Type ◽  
High Point ◽  
Academic Level ◽  
Pros And Cons ◽  
The Right

Case overview/synopsis Zyne is a mid-sized Delhi-based firm engaged in the home linen business under the company’s brand name. Raman was the Managing Director of Zyne. In 2019, Prashanth the head of the second-best region (West) quit abruptly without grooming a successor. Prashanth’s team consisted of greenhorn executives whom he recruited from colleges. Raman has options of selecting a replacement for Prashanth from within the organization. Two candidates are in the reckoning, namely, Amit and Neha. Amit was 48 years old, a veteran in the business and associated with the Zyne group for over 15 years. He was a top sales performer in the Central region and was interested in relocating to the West. Twenty-seven-year-old Neha was industrious, talented and creative. Within three years of joining Zyne, she had proven herself as a go-getter with remarkable ability to develop strong channel partner relations. Raman had to decide whom to select from among the two or go for an outsider from the industry. Raman has to contend with selection issues related to insider vs an outsider. If one of the internal candidates is chosen how could he motivate the other to continue to perform and deliver? The case focuses on the challenges of recruitment of a Sales Manager (SM) in a small home furnishing business. Use of competency framing to validate the candidates is the high point of the case Learning objectives By the end of case discussion participants should be able to understand the following: differentiate skills required in a sales leadership role as compared to that of a sales executive; evaluate the pros and cons of internal promotions versus hiring an outsider; apply the concept of competency framework to evaluate different candidates vying for the same position; and understand how a candidate not selected for the position understands the reasons thereof to enable improvements. Complexity academic level Started in 2010, Zyne Furnishings headquartered at Delhi, was in the business of selling home furnishings. Raman, a second-generation entrepreneur was Zyne’s Managing Partner. With help from his father Rajesh Gupta, Raman worked toward expanding Zyne’s business operations in India. Raman was facing a challenge because of the abrupt resignation of Prashanth, the Western Region SM. Prashant had done well in the region and assiduously built Zyne brand’s presence there. As Raman pondered over the ways of filling up the SM position, questions confronted him for which he did not have immediate answers. He had 30 days in which a replacement must be finalized. Raman looked at the file containing the applications of the two internal candidates, namely, Amit (Southern region) and Neha (Western region) who had applied for the position. What evaluation process should he adopt to ensure an objective assessment is done before deciding on which of the two candidates fit the bill? Given that it was the first week of January 2020 and the year-end targets had to be met by March, Raman knew time was running out. He had to take a quick call. Use of competency mapping to evaluate candidates is a high point of the case. This case can be used to enhance the participants understanding of the challenges of identifying the right candidate for a senior position and weigh the pros and cons associated with the selection. Motivating the rejected internal candidate through the procedural justice system adds value to the case. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

Investing in the Ugandan dairy sector

2021 ◽  
Vol 11 (2) ◽  
pp. 1-25
Author(s):  
Jorge Fernandez Vidal
Keyword(s):  
Value Chain ◽  
Dairy Farm ◽  
Market Demand ◽  
Content Type ◽  
Academic Level ◽  
Doing Business ◽  
The Right ◽  
Value Disciplines ◽  
Investment Firm ◽  
Agricultural Investments

Learning outcomes Industry analysis and market attractiveness: Understand how to analyse an industry, using the dairy sector in Uganda as an example and what makes a market attractive for incumbents or future entrants. Value disciplines: Understand and apply the different value disciplines companies can choose from to achieve market-leading positions. Business integration: Understand some of the key benefits of vertical integration and when it may or may not make sense to integrate. Doing business in Africa: Understand the specific generic challenges of doing business in Africa, particularly in the agricultural and manufacturing sectors. Generalisability of frameworks: Realise that the same frameworks that are used to analyse large firms and mature markets can be applied to smaller firms in less developed markets. Case overview/synopsis The case is set in the early months of 2020, as Bernd Schanzenbächer, founder and managing partner of EBG Capital (a Swiss investment firm that manages a multimillion global portfolio of agricultural investments), and his team are deciding whether to invest in a dairy farm in Uganda. The opportunity looks quite interesting and the EBG Capital team believes there is a good fit between the farm owners’ needs, its management team’s objectives and EBG Capital’s strengths and interests. However, the dairy market in Uganda faces many challenges and, while the market-demand fundamentals appear promising, the team wonders if it is the right time to invest. The issue for EBG Capital is to understand what makes the Ugandan dairy industry so challenging and to determine how to fix or mitigate some of the industry’s most pressing problems – given that it will be the firm’s first investment in the country – as well as for deciding where it makes sense to play in the broad value chain (i.e. only in milk production or also in milk processing). Complexity academic level Masters in Business Administration and Executive Education courses. 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.

Shradhanjali.com: creating Blue Ocean

2020 ◽  
Vol 10 (2) ◽  
pp. 1-16
Author(s):  
Amarpreet Singh Ghura ◽  
Ishwar Kumar
Keyword(s):  
First Generation ◽  
Swot Analysis ◽  
Multiple Perspectives ◽  
Management Tools ◽  
Content Type ◽  
Market Creation ◽  
Market Conduct ◽  
Academic Level ◽  
Service Portfolio ◽  
Pros And Cons

Learning outcomes Through a discussion of the case, students will be able to conduct “Pros and Cons” analysis for entering a new market. Conduct “SWOT” analysis for entering a new market. Explain how to create a Blue Ocean Market Space, by implementing the concept of value-innovation. Demonstrate the role of “strategy canvas” and “The four action framework” in creating Blue Ocean Market Space. Case overview/synopsis This case describes a situation in which Vivek Vyas (Vyas) and Vimal Popat (Popat) first generation entrepreneurs starts their venture shradhanajali.com in June 2011. The monthly revenues range in between INR 75,000 and INR 80,000. Shradhanjali.com has garnered customers from major parts of India, USA, Canada, UK and Africa. It was in 2019 when Vyas and Popat co-founders of Shradhanjali.com were in their office at Rajkot, Gujarat reading an article in financial express, which had a mention of India’s 10 most wacky startups which used technology and internet to get closer to users. One of the startups reported by financial express was offering people to book cremation for the funeral of the deceased loved ones. Looking at the article Popat thought to enter a new market space by mid of 2020, where new offering to customers to book online pujas across temples in India on the birth and death anniversaries of their loved ones. The purpose of this case is to provide an opportunity for the participants to make use of management tools such as Pros and Cons; and SWOT analysis to decide whether shradhanjali.com should penetrate more into this world of e-commerce and offer online puja service to their customers. However, the two co-founders are undecided whether to add online puja service in their service portfolio as they do now know the way forward to convert the idea of online puja into a viable business? Participants need to take into consideration the data given for shradhajali.com and make assumptions and resolve the dilemma through which Vyas and Popat are going through. Complexity academic level The case involves various issues with first generation online startup in strategic management field such “Pros and Cons” analysis and challenges faced during the new market creation phase. Thus, this case can be used for covering multiple perspectives related to blue ocean strategy (e.g. application of strategy canvas and the four action framework). Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

WinChannel’s digital gambit to revitalize rural China

2019 ◽  
Vol 9 (1) ◽  
pp. 1-43
Author(s):  
Peter Moran ◽  
Daniel Han Ming Chng ◽  
Liman Zhao
Keyword(s):  
Learning Outcomes ◽  
Business Model ◽  
Rural China ◽  
Core Competencies ◽  
Case Series ◽  
Decision Point ◽  
Content Type ◽  
Academic Level ◽  
Trade Channel ◽  
The Right

Learning outcomes Following are the learning outcomes: to understand how the tools and frameworks of strategic analysis can be applied to understand the evolution of value creation and capture in the FMCG industry; to analyze the core competencies of a company and understand their relevance in this fast-changing industry; to understand how to evaluate the pros and cons of a certain strategy and business model; and to develop strategic recommendations. Case overview/synopsis The case series traces the developments in China’s FMCG industry from the early 2010s to 2017, in general, and the efforts of Beijing WinChannel Software Technology Co., Ltd. (WinChannel) and its affiliated company, Huixiadan, in their attempt to apply new digital technologies to transform the traditional trade channel, in particular. The decision point of Case A, in early 2015, is how WinChannel can help improve the reach and efficiency of the traditional trade channel and wonders if the emerging online/mobile B2B FMCG platforms are the right solution for the increasingly digitized FMCG retail industry in China. The decision point of Case B, at the end of 2017, is how could Huixiadan’s business model be sustainable and what it should do to withstand the competitive threats even as it tries to exploit opportunities in the traditional FMCG industry in China. Complexity academic level It can be used with MBAs, EMBAs and senior executives. 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.

Jugnoo: expansion or consolidation

2020 ◽  
Vol 10 (1) ◽  
pp. 1-19
Author(s):  
Sushmita Biswal Waraich ◽  
Ajay Chaturvedi
Keyword(s):  
Chief Executive ◽  
Business Environment ◽  
Content Type ◽  
Large Cities ◽  
Business Opportunity ◽  
Academic Level ◽  
Short Period ◽  
New Business ◽  
The Face ◽  
The Right

Learning outcomes The student will be able to understand the concept of spotting an opportunity and exploiting the same. The student will be able to comprehend the various challenges faced in the development of a business idea. The student will be able to understand the strategies that need to be adopted to cope with and grow, in a competitive business environment. Case overview/synopsis Samar Singla, the Chief Executive Officer of Jugnoo, had sensed a business opportunity in auto rickshaw aggregation. He was convinced that being among the initial players in the market of auto rickshaw aggregation, there would be very little competition. He only had to play his cards right, to become the top auto aggregator. As Singla started the business, there were challenges like inducting the auto rickshaw drivers as partners, training them, hiring the right team, putting the right strategies in place and to expand the business. Singla launched and achieved robust growth in the new business, in a short period of time. Soon, however, Jugnoo felt competition breathing down their neck – form cab aggregators who were already dominant players in the cabs aggregation segment, in the large cities. To hedge their risks, Singla added other services such as “Meal” (meal delivery) and “Fatafat” (goods delivery) – as B2C and B2B services. These services, however, had to be closed soon after because of stiff competition from the local players. Singla also adopted the inorganic growth path by acquiring “Sabkuch,” a grocery delivery logistics firm; “Yelo,” a platform that provided online access to businesses and “BookMyCab,” a taxi aggregation company. Faced with tapering growth after an initial steep rise, Singla had to confront a dilemma about the right method of ensuring growth in the face of competition. Complexity academic level Under graduate, masters in business administration and post graduation in the areas of entrepreneurship and strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 11: Strategy.

The good thymes for a good time

2019 ◽  
Vol 9 (3) ◽  
pp. 1-22
Author(s):  
Nayla Menhem ◽  
Liliane Elias Youakim ◽  
Aliaa Khoury
Keyword(s):  
Social Entrepreneurship ◽  
Value Chain ◽  
Agricultural Land ◽  
Future Orientation ◽  
Good Time ◽  
Commercial Activity ◽  
Master's Students ◽  
Content Type ◽  
Academic Level ◽  
The Right

Learning outcomes This case focuses on social entrepreneurship where social externalities lie behind a commercial activity. It aims to help students understand the ins and outs of social entrepreneurship concept and justify its application or not to “The Good Thymes”. It leads to an in-depth reflection in the strategic management field but within the framework of a social enterprise. It presents a good foundation to help students applying the strategic tools to this particular context. It aims to help master’s students in the business field to explain the concept of social entrepreneurship by drawing out its elements from the case study, identify and list the components of business development and management, design "The Good Thymes" business model and list its value chain and evaluate the future orientation of a company based on its characteristics. Case overview/synopsis Young, ambitious, in love with his native village "Kfarhouna", in Southern Lebanon, Fady Aziz, a branding specialist living in the capital Beirut, proposed in January 2016, in a friendly discussion, to the priest of the monastery of Saint-Georges to rent him an agricultural land. He aims to have a reason, at the end of the week, to go up in his village with his family. Skeptical to the idea, the priest accused him of "not understanding anything about agriculture" and challenged him to propose a valuable agricultural project likely to make him change his mind. M. Fady Aziz fought to meet this challenge which will allow him not only to reinvigorate his abandoned village but also to reconnect with his origins. He obtained the right to exploit a plot of land belonging to the Monastery of St. Georges. He had the idea of planting thyme and transformed his "hobby" into the outset of a long journey where his products crossed the borders, under a purely artisanal brand: "The Good Thymes". Today, M. Aziz is facing a new challenge: Would he be able to fulfill all these orders and remain faithful to the philosophy that led him to invest in his village without impairing the natural and artisanal aspect of his thyme? Complexity academic level Master in Business. 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.

Reconciling COVID-19 pandemic budget deficits through furloughs and salary reductions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Minnette A. Bumpus
Keyword(s):  
Organizational Behavior ◽  
The State ◽  
Faculty Members ◽  
Budget Deficits ◽  
Content Type ◽  
Secondary Sources ◽  
News Reports ◽  
Academic Level ◽  
The Right ◽  
The University

Theoretical basis The primary topics, in this case, align well with social processes relative to communication and decision-making, and with individual processes relative to fairness in the workplace. Research methodology The case was developed from secondary sources. The secondary sources included news reports, and university sources (i.e. e-mails, announcements, reports, town hall meetings). This descriptive case has been classroom tested in an undergraduate organizational behavior course. Case overview/synopsis On September 10, 2020, the president of Bowie State University, Dr Aminta H. Breaux, announced that the university needed to “take a number of steps, including a temporary salary reduction plan, to close the FY21 funding gap and position the university for continued budget challenges” (Exhibit 1) triggered by the economic impact of COVID-19 on the state of Maryland. Some of the faculty members’ reactions to this announcement included shock and disappointment. Reflecting on what led to the state appropriation reductions, why would faculty members be shocked by President Breaux’s announcement of temporary salary reductions? Did President Breaux make the right decision, and was it communicated appropriately? Complexity academic level This descriptive case is most appropriate for undergraduate level organizational behavior courses.

A review on the evolvement trend of robotic interaction control

2016 ◽  
Vol 43 (5) ◽  
pp. 535-551 ◽  
Author(s):  
Ali Leylavi Shoushtari ◽  
Paolo Dario ◽  
Stefano Mazzoleni
Keyword(s):  
Hierarchical Classification ◽  
Control Algorithms ◽  
Content Type ◽  
Control Approach ◽  
Interaction Control ◽  
Pros And Cons ◽  
General Aspects ◽  
The Right ◽  
Theoretical Issues

Purpose Interaction plays a significant role in robotics and it is considered in all levels of hardware and software control design. Several models have been introduced and developed for controlling robotic interaction. This study aims to address and analyze the state-of-the-art on robotic interaction control by which it is revealed that both practical and theoretical issues have to be faced when designing a controller. Design/methodology/approach In this review, a critical analysis of the control algorithms developed for robotic interaction tasks is presented. A hierarchical classification of distributed control levels from general aspects to specific control algorithms is also illustrated. Hence, two main control paradigms are discussed together with control approaches and architectures. The challenges of each control approach are discussed and the relevant solutions are presented. Findings This review presents an evolvement trend of interaction control theories and technologies over time. In addition, it highlights the pros and cons of each control approaches with addressing how the flaws of one control approach were compensated by emerging another control methods. Originality/value This review provides the robotic controller designers to select the right architecture and accordingly design the appropriate control algorithm for any given interactive task and with respect to the technology implemented in robotic manipulator.

Rays your mental health: for a transformed mindset – a case study of Rahaf Kobeissi

2021 ◽  
Vol 11 (2) ◽  
pp. 1-25
Author(s):  
Mohammad Rishad Faridi ◽  
Rahaf Raef Kobeissi ◽  
Ryhan Ebad
Keyword(s):  
Mental Health ◽  
Personal Development ◽  
Early Stage ◽  
Severe Depression ◽  
Sustainable Business ◽  
Psychology Programs ◽  
Content Type ◽  
Academic Level ◽  
Past Life ◽  
The Right

Learning outcomes This case discussion will enable learners to: demonstrate how the adoption of entrepreneurial leadership could aid the overwhelmed youth to successfully bounce back. Summarize various events and challenges faced. Demonstrate mindful entrepreneurial qualities to be effective. Identify various coping strategies in balancing a commercial viable model with a compassionate approach. Establish a roadmap for a healthy sustainable business model. Case overview/synopsis Ms Rahaf Raef Kobeissi was a 33-year solopreneur, mental health coach and personal development trainer who resided in Dubai. She encountered dilemmas while attempting to offer commercial, as well as empathy and compassion-based services. She tried to strike a balance between her own broken past life challenges and managing her clients’ healing journey. Another challenge was to assess whether she should adopt inductive counseling or deductive counseling principles, especially during a Covid-19 scenario. She needed to ensure a healthy work/life balance to prevent herself from suffering from burnout. Her personal journey to becoming a solopreneur was filled with grief and hardship over the years, which she endured with little support. She had the arduous task of dealing with a series of shocking incidents and events, which pushed her down through the cracks, leading to her attempting to take her own life three times when overwhelmed by tragedy. At the age of 23, Rahaf lost her father to suicide – they found him hanging in his apartment. Her abusive mother had several breakdowns due to severe depression and her drug addict brother accidentally killed his friend in her apartment with an overdose injection. The challenge before her was to strike a reasonable balance between managing the highest levels of clinical depression with suicidal tendencies and finding the right path and purpose for her own life. This was the very reason she chose to battle depression through therapy and bounced back as a stronger and more resilient woman. Complexity academic level This case has been focused on undergraduate and postgraduate-early stage level students pursuing business or psychology programs. Particularly those specializing in entrepreneurial, organizational behavioral and positive psychology courses. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Kazmi agency’s performance. Should distributor invest more?

2021 ◽  
Vol 11 (1) ◽  
pp. 1-35
Author(s):  
Muhammad Muzamil Sattar ◽  
Farhan Shahzad
Keyword(s):  
Learning Outcomes ◽  
Business Students ◽  
Retail Trade ◽  
Sales Manager ◽  
Complex Situation ◽  
Content Type ◽  
Developmental Issues ◽  
Academic Level ◽  
Business Goals ◽  
Hands On

Learning outcomes The learning outcomes of this paper are as follows: understanding the complexities of persuading a distributor to increase investments in the Pakistani fast moving consumer goods (FMCG) context. Understanding the data handled by an area sales manager (ASM) for effective territory management, along with the path taken for a focused approach to territory growth. Comparing the distinct perspectives of a company and an intermediary (e.g. distributor) who are pursuing similar business goals. Experiencing hands-on calculations of return on investment (ROI) for a distributor, in a straightforward situation. Case overview/synopsis In June 2015, Shah Mir, an ASM at PurePack Pakistan, was face-to-face with an irate distributor named Amir Kazmi, who ran Kazmi Agency in Sukkur, Sindh. PurePack Pakistan, a multinational organization dealing with FMCG products, had a turnover of approximately PKR 7.5bn1 and was a fully owned subsidiary of PurePack Limited, UAE. Shah’s predecessor, Noor Azam, had managed the central Sindh territory very well and had recorded phenomenal growth. The retail outlet coverage had increased during Noor’s time, along with Amir’s investment in the territory. Knowing he was up against an outstanding past achievement, Shah had studied the data of the area and Kazmi Agency’s performance for the past two years and had concluded that there was still greater potential in the area. Amir Kazmi, owner of Kazmi Agency, was an astute businessman who visited his Sukkur market regularly. He knew the distribution business well and had benefitted from it. He was fully aware of the importance of working on relationships with his retailers in the FMCG industry because competition was high and loyalties needed to be nurtured. Like any businessperson, he was concerned about the growth and profitability of his business. Kazmi’s business had increased quite rapidly from a turnover of around PKR 8.7m in 2008 to one of around PKR 54m in 2014, indicating the potential in the Sukkur district. Shah, who was new to the territory and early in his career, was still grappling with the fact that the growth in central Sindh had been phenomenal and that expectations were high for him. He had gotten working on the territory while keeping in mind advice from his boss, Nabeel Asad, who had told him to identify one area at a time so that he could go about achieving his growth targets in a focused manner. This case brings out the challenges that young ASMs face while in the field, when they have to deal with experienced distributors in the Pakistani retail trade, especially in the smaller towns where relationships can greatly affect business. Students will gain an understanding of the key performance indicators required to focus on developmental issues in a territory. It will enable students to appreciate financial considerations as a major tool in dealing with intermediaries (distributors, in this case) and get hands-on experience in a method of convincing a distributor of his past investments and profitability and paving the way for further investment for retail expansion. Complexity academic level This case is designed for use at the postgraduate level in sales management, channel management and strategic marketing courses, as well as in executive management programs. It can be used at later stages of a course and show a link between a company’s requirements and a distributor’s goals. The students should have field experience or aspire to get into roles dealing with intermediaries, such as distributors. The case gives students a practical, hands-on experience in working on simple profitability calculations and pushes them to challenge the assumptions that need to be made. The case attempts to trigger a discussion on distributor management and its challenges in Pakistan, where managing relationships while keeping in mind the business perspective is imperative. Identifying the right geographical territories to focus on and working on the financials of the distributor are the key learning deliverables. The case is accompanied by a spreadsheet with calculations. This spreadsheet is for the instructor’s use and is for demonstrating calculations as the class progresses. By using the spreadsheet, the instructor can practically demonstrate the effects that changes in investments, expenses, etc. have on the distributor’s profits. It can even be used to build a far more complex situation than the one given in the case (advice for which is provided in this teaching note). Subject code CSS 8: Marketing. Supplementary materials Teaching notes are available for educators only.

“Bookmysurprise”: navigating through the predicament of a start-up

2021 ◽  
Vol 11 (2) ◽  
pp. 1-10
Author(s):  
Shagun Bansal ◽  
Inakshi Kapur ◽  
Anjani Kumar Singh ◽  
Piyush Verma
Keyword(s):  
Small Business ◽  
Learning Outcomes ◽  
Scale Up ◽  
New Venture ◽  
Event Management ◽  
Content Type ◽  
Academic Level ◽  
Short Period ◽  
Pros And Cons ◽  
Set Up

Learning outcomes The learning outcomes of this paper are as follows: to identify the pros and cons of waged employment and entrepreneurship, to identify the contextual factors influencing entrepreneurship, to set up a new venture, namely, steps, challenges involved and decision-making process, to scale up a small business; when, how and where? And to tradeoff required for scaling up a small business. Case overview/synopsis Pooja, a young management graduate from Varanasi, decided to overcome all challenges and barriers faced by a women entrepreneur and chase her lifelong dream of creating her own event management startup. After having achieved phenomenal success in a short period of time within the city, she began to receive interest from neighbouring cities as well. The decision to scale up operations was particularly difficult for Pooja, as she had funded the venture through her personal funds and personally nurtured the business and her team based on the values of quality and creativity. Like any small business, she had to decide what level of trade-off was required between scaling and dilution of control over the operations. Complexity academic level The case study is applicable for students of management. The learnings from the case can be applied by an individual who is looking to start a business or expand one. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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