PUKAR: an “Alice” in Wonderland

2015 ◽  
Vol 5 (2) ◽  
pp. 1-14
Author(s):  
Shalini Rahul Tiwari ◽  
Rakesh Chopra
Keyword(s):  
Learning Outcomes ◽  
Subject Area ◽  
Content Type ◽  
Non Profit ◽  
Government Organization ◽  
Government Organizations ◽  
Alice In Wonderland ◽  
Executive Mba ◽  
Access To Knowledge

Subject area Social Entrepreneurship/management of non-profit organizations (and non-government organizations). Study level/applicability Undergraduate/MBA/Executive MBA. Case overview PUKAR is a niche non-government organization (NGO) working on a unique concept of “Right to Research”. It has several themes aimed at democratizing research and broadening access to knowledge among the disenfranchised or the weakly institutionalized groups. The resulting output is disseminated through media such as lectures, Web site, books and newsletters, thus initiating local, national and global debates about future of these groups. PUKAR conceptualizes all projects around this philosophy, which are supported by few specialized funding organizations. Funding organizations, on the other hand, are trying to support many causes aimed at improving the quality of life of citizens of various countries. Thus, PUKAR's growth is constrained by limited funds. Nevertheless, PUKAR has been able to create transformation in the lives of youth who carry out these projects. PUKAR, therefore, faces a continuous challenge of conceptualizing proposals that are meaningful and impactful for the society and to stay true to its core philosophy. Expected learning outcomes The expected learning outcomes include: to understand the nature of challenges (both strategic and operational) faced by a niche NGO; to analyze how the strategy of an NGO evolves with time; to analyze the impediments of growth for a niche NGO; and to analyze the strategic options for growth and sustenance of an NGO. 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.

Private label outsourcing at MegaTex – necessity, accessory or a parasite?

2016 ◽  
Vol 6 (3) ◽  
pp. 1-20
Author(s):  
Sushil S. Chaurasia ◽  
Rani Poojitha Devi Kolati
Keyword(s):  
Marketing Strategy ◽  
Learning Outcomes ◽  
Brand Management ◽  
Subject Area ◽  
Private Label ◽  
Strategic Choices ◽  
Content Type ◽  
Executive Mba ◽  
The Subject ◽  
E Mail

Subject area The subject area is marketing strategy. Study level/applicability The case is well suited for MBA and executive MBA class on retailing management, strategic management, marketing strategy and brand management. Case overview Retailers see private label as a strategic weapon against brand manufacturer to increase store profitability, but looking at the private label from brand manufacturer’s perspective, determinants and strategic choices are even more complex than that of a retailer. The case is about MegaTex Ltd.’s strategic call for private label production opportunity by Maximus Fashion and Retail Limited. The case discusses the dilemma of MegaTex for manufacturing private label in spite of having their own brand in competition. The case compels to drive strategic questions such as in what circumstances brand manufacturers should concentrate on manufacturing their own brand or should they concentrate on both private label and their brand? Or, as an alternative, should they purely dedicate themselves in manufacturing private label and stop manufacturing their own brand? Expected learning outcomes Participants will be able to understand the concept and economics of private label. Participants will be able to understand the determinants and strategic choices for private label from retailer’s and manufacturer’s perspective. Participants will be able to understand the rationale for which brand manufacturer opts for manufacturing private label in spite of having its own brand in competition. Participants will be able to identify the situations under which a brand manufacturer should concentrate on manufacturing his/her own brand or both private label and his/her brand. 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 11: Strategy.

OSCAR Foundation: empowering lives through football

2016 ◽  
Vol 6 (3) ◽  
pp. 1-32
Author(s):  
Elsa Varghese ◽  
Meena Galliara ◽  
Manjari Srivastava
Keyword(s):  
Learning Outcomes ◽  
Social Entrepreneurship ◽  
Social Enterprise ◽  
Subject Area ◽  
Social Entrepreneur ◽  
Dropping Out ◽  
Content Type ◽  
Non Profit ◽  
Social Venture ◽  
Set Up

Subject area Social entrepreneurship, Social enterprise. Study level/applicability Masters Programme in Social Entrepreneurship, Social Work, Business Administration; Management Development Programme for Social Entreprenuers. Case overview Organisation for Social Change, Awareness and Responsibility (OSCAR) Foundation is a non-profit organisation registered in 2010 under the Bombay Public Trust Act, 1950. Born and raised in the slum colony of Ambedkar Nagar, Cuffe Parade, Ashok, the founder, grew up seeing his friends becoming a victim to many socially inappropriate behaviours due to dropping out of school. Inspired by the thought of breaking this vicious cycle, Ashok used football as a mechanism to instil essential life skills among children and youth and encouraged them to continue their education. The success of his pilot motivated him to set up OSCAR. Presently, through its various programmes, the organisation has reached out to more than 3,000 marginalised children and 500 youths and aims to reach out to 20,000 children by 2020. The case highlights the struggles of Ashok’s entrepreneurial journey and maps the new challenges in scaling up his enterprise. Expected learning outcomes The expected learning outcomes are as follows: to identify the characteristics of a social entrepreneur and ascertain the leadership skills required by a social entrepreneur; to scrutinise the life cycle of a social enterprise and develop insights to examine the unique risks and challenges faced at the start-up phase of the social enterprise; and to enhance the understanding of interrelationship between passion, mission focus and challenges to attain financial sustainability for a social venture. 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 3: Entrepreneurship.

Health Pharma: managing supply chain

2012 ◽  
Vol 2 (6) ◽  
pp. 1-5
Author(s):  
Surajit Ghosh Dastidar ◽  
Rahul Thakurta ◽  
Anusha Sreeram
Keyword(s):  
Supply Chain ◽  
Learning Outcomes ◽  
Operations Management ◽  
Bullwhip Effect ◽  
Subject Area ◽  
Classroom Setting ◽  
Content Type ◽  
Information Transparency ◽  
Executive Mba ◽  
Chain Problem

Subject area The case deals with the Bullwhip phenomena that can be observed in a supply chain. Study level/applicability This case is suitable for all levels of students, undergraduate MBA to Executive MBA classes and practitioners. Assignment questions are designed from the perspective of teaching this case to a business student audience. The case is ideally suited for a supply chain management course and can be introduced to demonstrate the bullwhip effect in an operations management course. Case overview Set in May 2011, the case presents the discussions in the meeting summoned by Mr Srinivas, the director (technical) of Health Pharma (not the name of a real organization) in response to the huge losses faced by the organization in the last financial year. The discussions point to the inability of the organization to appropriately forecast demand across the different echelons and also absence of information transparency, leading to the loss. The catastrophe indicated the need to adopt an ERP solution, which was earlier overlooked by Health Pharma management. Expected learning outcomes These are an introduction to the concepts of the bullwhip effect and the case presents a managerial solution to the supply chain problem demonstrated. Supplementary materials Teaching notes are available for facilitating the instructor to present and discuss the case in a classroom setting.

The damned dam

2014 ◽  
Vol 4 (1) ◽  
pp. 1-4
Author(s):  
Surajit Ghosh Dastidar ◽  
Sindhuja Menon ◽  
Arundhati Dutta
Keyword(s):  
Learning Outcomes ◽  
Tamil Nadu ◽  
Storage Capacity ◽  
Development Planning ◽  
Subject Area ◽  
Maximum Permissible Level ◽  
Content Type ◽  
The People ◽  
Chief Minister ◽  
Executive Mba

Subject area Power and politics. Study level/applicability This case is suitable for all levels of students, undergraduate MBA to Executive MBA classes and practitioners. Assignment questions are designed from the perspective of teaching this case to a business student audience. Case overview A raging dispute between Kerala and Tamil Nadu over the 116-year-old Mullaperiyar Dam was in the national spotlight after mild tremors shook nearby areas. The Mullaperiyar Dam was located in Idukki district of Kerala in India. The dam was filled to its maximum permissible level of 136 ft. Tamil Nadu wanted the storage capacity to be increased by raising the dam height from 136 ft (41.5 m) to 142 ft (43 m) as per a 2006 Supreme Court directive to meet the growing irrigation needs of the state. The dam was vital for people living in the drought-prone districts of Theni, Dindigul, Madurai, Sivagangai and Ramanathapuram of Tamil Nadu. It irrigated about 220,000 acres and supplied drinking water to Madurai city and several towns. Kerala on the other hand wants a new dam as it feared that a strong earthquake might damage the existing dam. Chief Minister of Kerala, Oommen Chandy said: “I strongly believe that only a new dam can provide safety to the people of Kerala. We are only concerned about the safety of the people. But, unfortunately, there is a feeling in Tamil Nadu that the situation of panic here is a created one. That is not at all correct”. However, Tamil Nadu Government said the dam was safe as it had undergone periodic repairs during 1980-1994 with Kerala Government's approval. With the Kerala Government screaming loud over the danger that could be caused by the alleged obsolete 116 year old Mullaperiyar Dam on safety grounds of people who live downstream, why is Tamil Nadu defiant on any debate that cites the decommission of the controversial dam? Is the Tamil Nadu Government overlooking the issue for its personal benefits by putting the lives of 3 million people at stake? Expected learning outcomes The case would fit in a course for power and politics. It would also be appropriate for a modular course on regional development 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.

Malaysia Airlines: in search of a sustainable business model

2014 ◽  
Vol 4 (7) ◽  
pp. 1-10 ◽  
Author(s):  
Shalini Rahul Tiwari ◽  
Jyoti Kainth
Keyword(s):  
Learning Outcomes ◽  
Airline Industry ◽  
Business Models ◽  
Subject Area ◽  
Aviation Industry ◽  
Kuala Lumpur ◽  
Sustainable Business ◽  
Content Type ◽  
General Management ◽  
Executive Mba

Subject area Strategic Management/General Management. Study level/applicability MBA/Executive MBA. Case overview Malaysia Airlines (MAS) was incorporated in 1937 to operate in Singapore, Kuala Lumpur and Penang. The first period of crisis was witnessed in 1997/1998 due to the Asian Financial Crisis, MAS reported RM 260 million in losses. The airline recovered from the loss and reported profit of RM 461 million in 2004. However, it experienced another loss of RM 1.25 billion in 2005. This lead to implementation of the Business Turnaround Plan 1 in 2006. The Business Transformation Plan 2 was announced in 2008, but the period of losses hit the airline again in 2011. Overall, MAS has witnessed continuous cycle of losses and profits. Despite the turnaround efforts, the airline does not seem to be recovering; is there a safe landing for the troubled airlines? Expected learning outcomes The case can be used to illustrate economics and complexities of aviation industry, different business models existing in airline industry, quantitative and qualitative aspects of a turnaround strategy, failure to sustain turnaround efforts, and predicting the future scope for a player in airline industry. 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.

Road to default: Tracoma holding Berhad Bai Bithaman Ajil Debt securities (BaIDS)

2015 ◽  
Vol 5 (5) ◽  
pp. 1-6
Author(s):  
A.M. Hafizi ◽  
Shahida Shahimi ◽  
Mohd Hafizuddin Syah Bangaan Abdullah ◽  
M. Badrul Hakimi Daud
Keyword(s):  
Learning Outcomes ◽  
Capital Market ◽  
Credit Rating ◽  
Subject Area ◽  
Capital Requirements ◽  
Fund Raising ◽  
Case Scenario ◽  
Worst Case ◽  
Content Type ◽  
Analytical Skills

Subject area Islamic Finance and Investment Study level/applicability Level of program/audience: Advanced undergraduate and postgraduate. Courses Intermediate and Advanced Finance, Economics, Islamic Economics & Finance, Islamic Banking & Finance, Islamic Capital Market and other relevant courses. Specifictopics/syllabus Capital markets instruments, conventional or Islamic. Case overview This case focuses on Tracoma Holding Berhad Bai Bithaman Ajil Debt Securities (BaIDS) amounting to RM 100 million which was issued by Tracoma Holding Berhad in 2005. It was the first issuance of a sukuk (Islamic debt securities or bond) by the company. The proceeds were used to finance its growth and to repay existing bank borrowings and capital requirements. This case is interesting, as it allows students to study the bai bithaman ajil sukuk structure and issuance process in the Malaysian capital market. It also provides basic financial transaction and credit rating of sukuk which requires analytical skills. Being a debt-based facility, the sukuk was subjected to credit rating evaluation by the MARC, the rating agency appointed by the company. Further downgrading of the sukuk meant it would lead to the worst-case scenario. Some actions needed to be taken to solve this issue; therefore, the CFO suggested an urgent meeting with the sukuk holders. Expected learning outcomes The students should be able to: understand the issuance process and the principle of BBA (bai bithamin ajil) in sukuk structure; understand reason(s) methods of fund raising by firm and the allocations of fund; understand the sukuk default issue; analyze the reasons for sukuk default; understand the importance of debt securities credit ratings; and identify investors' protection in the case of sukuk default. 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.

The South African public service wage bill deadlock in 2021: living on the edge

2021 ◽  
Vol 11 (4) ◽  
pp. 1-15
Author(s):  
Marianne Matthee ◽  
Albert Wöcke
Keyword(s):  
Fiscal Policy ◽  
Learning Outcomes ◽  
South African ◽  
Public Service ◽  
Subject Area ◽  
The South ◽  
Content Type ◽  
Academic Level ◽  
Finance Minister ◽  
The Government

Subject area Macro-Economics. Study level/applicability Undergraduate and MBA. Case overview The COVID 19 pandemic-related restrictions devastated South Africa’s economy in 2020 and although the restrictions were generally less damaging than in 2020, the government had to budget for vaccinations and rebuild the economy. Public service unions had just announced that they were demanding an increase of 4% above inflation for their members and that they were preparing for a strike. They were bitter about the fact that the South African Government had withdrawn from the last year of a three-year wage agreement in February 2020 and their members had not received an increase for the two years. These demands and Finance Minister Mboweni’s response to them had to consider the structural and cyclical impact on the fiscus and economy. Expected learning outcomes The learning outcomes are as follows: understand the general objectives of fiscal policy and stakeholders’ interests; understand the tradeoffs in fiscal policy and the implications of taking a position; and make recommendations based on reasoned judgements about those recommendations. Complexity academic level Undergraduate and MBA level courses on Macro Economics. Supplementary materials Teaching notes are available for educators only. Subject code CSS 10: Public Sector Management.

NCR hospital: turnaround dilemmas of a leader

2017 ◽  
Vol 7 (3) ◽  
pp. 1-24
Author(s):  
Richa Awasthy ◽  
Rajen K. Gupta
Keyword(s):  
Human Resource Management ◽  
Learning Outcomes ◽  
Human Resource ◽  
Family Business ◽  
Subject Area ◽  
Early Years ◽  
Change Initiatives ◽  
Content Type ◽  
Specialty Hospital ◽  
Employee Attrition

Subject area Organizational diagnosis. The case addresses the issue of an outsider at a senior position in a family-run business. Study level/applicability MBA. Case overview NCR-Delhi is a multi-specialty hospital in Delhi and is essentially a family-run business. Though it had done well in the early years since its inception, it had been plagued by many problems and had undergone many changes in management and processes. An outsider joined it as the Facility Director (FD) two years ago. In these two years, he introduced multi-directional changes. However, he has not been able to achieve a complete turnaround of the hospital. The major issues facing him are financial, operational and personnel-related issues. The hospital is currently in a major financial crisis, which has been causing delays in disbursement of salaries and creating resource crunches in daily operations. Most of the patients are government empanelled patients, and collection of payments from such patients usually takes at least three months. Employee attrition and customer satisfaction are also continuing challenges. Other issues include lack of proper support and interference from top management. The FD has been showing considerable prowess and capability in leading the organization, but has not been able to achieve the desired results owing to the above factors. Expected learning outcomes To understand the frameworks and process of organizational diagnosis; to understand the influence of change initiatives on organizational culture; and to understand the complexity of family business and what happens when an outsider leader joins family 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 6: Human Resource Management.

Gold Valley Chemical Corporation Dubai

2011 ◽  
Vol 1 (1) ◽  
pp. 1-4
Author(s):  
Gwendolyn Rodrigues
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
United Arab Emirate ◽  
New Products ◽  
Subject Area ◽  
Content Type ◽  
Chemical Corporation ◽  
Innovation And Change ◽  
Business And Management

Subject area Entrepreneurship, innovation, change management. Study level/applicability Undergraduate and Postgraduate Business and Management. Case overview This case study focuses on the development of a young entrepreneur in an indigenous industry in Dubai, United Arab Emirate. His entrepreneurial zeal resulted in the creation of a culture of innovation. His fascination for change spurred him to develop new products and he won accolades for innovation. Expected learning outcomes This case can be used to teach entrepreneurial development, innovation and change management. Supplementary materials Teaching notes are also available.

Establishing a start-up in Saudi Arabia: the Innosoft story

2019 ◽  
Vol 9 (2) ◽  
pp. 1-18
Author(s):  
Riaz Ahmed Mohammed ◽  
Mamon Horoub ◽  
Husam Walwil
Keyword(s):  
Saudi Arabia ◽  
Learning Outcomes ◽  
Business Model ◽  
Engineering Students ◽  
Model Development ◽  
Subject Area ◽  
Business Success ◽  
It Services ◽  
Content Type ◽  
Academic Level

Subject Area Entrepreneurship. Learning outcomes The learning outcomes are to explain the importance of passion in entrepreneurship, develop an understanding of the business model canvas and its elements, identify typical challenges faced by a startup (during early days and while growing), explain the role of seed fund and customer feedback for small business success and identify the appropriate hiring strategy for startups. Case overview/synopsis The case traces the journey of two Saudi under-graduate software engineering students, namely, Loai Labani and Riyadh Al-Tayib, who had a vision to establish the best information technology (IT) services company in Saudi Arabia. With no previous experience of establishing a company or working for a startup, coupled with the fact that the culture of entrepreneurship in Saudi Arabia is still in its ascendancy, they knew it would be challenging. Nevertheless, at the same time, they were convinced it would be totally up to them to do the hard work needed to propel their vision into reality. The case, after introducing the founders, talks about their respective backgrounds and how it complemented their goal/vision of establishing an IT services company. The case, with references from the literature, also throws light on the entrepreneurship culture in Saudi Arabia but the focus is the various challenges faced by the team in setting up their business and the strategies they used in dealing with the challenges. Some of the challenges discussed are securing early customers, initial financing to support startup, business model development, managing daily operations and hiring and marketing strategy. The case ends with another challenge faced by the founders, for the readers to think about the possible ways of dealing with the challenge at hand. Complexity academic level The case will be used for under-graduate level students. 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 3: Entrepreneurship.

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