Assessing advantage cluster: the case of Pithampur auto industry

2021 ◽  
Vol 11 (2) ◽  
pp. 1-28
Author(s):  
Pragya Bhawsar
Keyword(s):  
Graduate Students ◽  
Learning Outcomes ◽  
Auto Industry ◽  
Product Line ◽  
Industry Clusters ◽  
Industry Cluster ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Strategic Location

Learning outcomes The learning outcomes of this paper will help students in understanding the dynamics of the formation of industry clusters and the benefits associated with industry clusters. The case will give stimulus towards the cluster competition. Case overview/synopsis The case describes the dilemma of a potential investor of a tyre company that wants to diversify its product line and is searching for a new strategic location. The investor is thoughtful about the Pithampur auto industry cluster for its upcoming investment. The case demonstrates how Pithampur has transformed into an “industry cluster” and the benefits it provides to firms in it. However, Pithampur is not the only auto industry cluster in India, clusters like Chakan-Pune is in competition with Pithampur for attracting investments. This is a cause of worry for the cluster’s stakeholders. The case projects amalgamation of concerns of the stakeholders of the clusters and those of potential investors in evaluating and benchmarking it with other clusters for a competitive future. Complexity academic level Suitable for both undergraduate and post-graduate students (MBA 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: 11: Strategy.

Implementing evaluation for positive organizational changes: IBA-public school Sukkur, Pakistan

2019 ◽  
Vol 9 (3) ◽  
pp. 1-27
Author(s):  
Waheed Ali Umrani ◽  
Rukhman Solangi ◽  
Mumtaz Ali Memon ◽  
Asmaa Hadeesa ◽  
Soonhan Khoso
Keyword(s):  
Public School ◽  
Performance Appraisal ◽  
Learning Outcomes ◽  
Management Control ◽  
Quality Education ◽  
Content Type ◽  
Passive Resistance ◽  
Mba Students ◽  
Academic Level ◽  
To Come

Learning outcomes Learning outcomes are as follows: Understand performance appraisal process and tools; apply theory X and Theory Y in managing resistance to performance evaluation; identify the causes and symptoms of resistance; identify and apply managing resistance approaches. Case overview/synopsis After attaining the height of success in terms of imparting quality education and contributing to the creation of many learned persons of the society, Public school Sukkur was facing the downward trending success for many reasons. After the takeover of management control by Sukkur IBA University, the school was upward trending for quality education, state of the art infrastructure, advanced educational lab, modern teaching methodologies. With such a change, resistance was a must. Both Active and Passive resistance from the stakeholders was impeding the success of newly named IBA-Public School Sukkur. Particularly, the resistance against the implementation of the Performance Appraisal tool and its administration. With the resistance from employees, Chang, Principal IBA Public School Sukkur had to come up a solution for the smooth administration and implementation of Performance Appraisal and manage the resistance from the employees and ensure the continuous improvement through performance appraisal. Complexity academic level Case study is applicable for the MBA 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 7: Management Science.

Revenue from contracts: cash vs accrual

2020 ◽  
Vol 10 (4) ◽  
pp. 1-20
Author(s):  
Biraj Kumar Mohanty ◽  
Saroj Kumar Routray
Keyword(s):  
Learning Outcomes ◽  
Financial Impact ◽  
Working Capital ◽  
Revenue Recognition ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Steady Growth ◽  
Accounting Procedure ◽  
Electrical Installation

Learning outcomes The case provides an insight on the provisions of the IND AS 115 (largely converging with IFRS 15), financial impact of alternative accounting practices and dynamics of a revenue recognition decision. MBA students can use the knowledge derived from the case at their workplace when they encounter accounting of “revenue from a contract with customers”. Case overview/synopsis Saifudin Rehman, one of the promoter of Suprajeet Corporation (SUC) had been engaged in electrical installation contract business. The firm had been doing well in the field of small contracts and was having steady growth. People in the firm were also quite acquainted with the kind of contracts they were doing. However, Saifudin always wanted to get into a big contract business. For getting into big installation contracts, the corporation needed more working capital and needed to satisfy the criteria of having a high amount of turnover in the preceding year. The case will be looked into from the perspective of accounting procedure to see the possibility of increasing the revenue by changing the method of accounting in relation to revenue recognition. The case provided the opportunity to evaluate the benefits and the costs involved in changing the accounting method in SUC. Complexity academic level Commerce Graduates and MBA I. Supplementary materials Teaching notes are available for educators only. Subject code CSS 1: Accounting and Finance.

Rolling drops: Nilkamal Wello Water Wheel

2019 ◽  
Vol 9 (2) ◽  
pp. 1-25
Author(s):  
Varun Elembilassery ◽  
Kalyan Bhaskar ◽  
Divya Aggarwal
Keyword(s):  
Social Impact ◽  
Corporate Strategy ◽  
Stock Exchange ◽  
Corporate Sustainability ◽  
Product Line ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Water Wheel ◽  
Impact Products

Learning outcomes The case will enable students to understand and ponder on how an organization goes about identifying and launching social impact products, how social impact products should be promoted, what the opportunities and challenges in executing a social impact strategy of developing a new product line by a leading industry player are, what is the type of social investment that will generate both social and financial returns and how a sustainable social impact strategy should be aligned with the corporate strategy of the firm. Case overview/synopsis Listed in 1991 on the National Stock Exchange in India, Nilkamal Limited is the largest manufacturer of moulded plastic furniture in the world. In line with their tradition, Nilkamal has now introduced a new range of products, under “social impact products” category, to cater to some of the pressing needs of the society. For this purpose, they have entered into an agreement with a US-based organization, Wello, to manufacture and market their iconic product, the Water Wheel. The euphoria surrounding the new social impact product, Water Wheel, has been immense but its commercial viability is yet to materialize. The case provokes the students to analyse the decision of venturing into social impact products and the challenges associated with it. The case grapples with the issues faced by a business firm that looks to incorporate social impact products as part of regular commercial operations. The key question to be addressed is “How far can social impact products be a good strategy to bring corporate sustainability and what should be the approach in this case?” Complexity academic level Study level: MBA students’ applicability: corporate responsibility and corporate sustainability, social impact strategy 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

Punjabi Jutti: the case of a missing brand

2020 ◽  
Vol 10 (4) ◽  
pp. 1-25
Author(s):  
Mithilesh Pandey ◽  
Rajesh Poonia
Keyword(s):  
Learning Outcomes ◽  
Business Plan ◽  
Value Proposition ◽  
Content Type ◽  
Business Opportunity ◽  
Mba Students ◽  
Academic Level ◽  
Online Platforms ◽  
The Right ◽  
Unorganized Sector

Learning outcomes The learning outcomes are as follows: to familiarize students with the concept of segmentation, targeting and positioning; to make students understand the need and process of building a brand; to help students to identify the market gap and meet customer’s requirement by delivering the right value proposition; and to examine the feasibility of business opportunity, develop a business plan and run a successful firm. Case overview/synopsis This case is about the quest of three MBA students who accidentally get into argument about footwear brands. This argument leads them to Punjabi ethnic footwear popularly known as “Punjabi Jutti.” They decide to understand the background of “Punjabi Jutti” and the possibility of developing a brand for the same. An extensive research was carried out through the various online and offline platforms. The research included searching through the existing literature, collecting data from the various online platforms such as e-commerce websites and interviews from the field. The research revealed that this traditional artwork is an unorganized sector. The manufacturers and marketers are two main parts of this business. However, the mainstay of the business is the skilled labors who know the art of making “Punjabi Jutti.” This art has been inherited by them from their previous generations. Also, it was found that there was good demand of the “Punjabi Jutti” in India and it was exported to various countries as well. Customers had a mix response toward these products. This extensive research has now put these students in a dilemma as to what should be the next step. Should they step into this business by creating their own brand? Will this entrepreneurship venture be sustainable? If they created a brand for the “Punjabi Jutti” then what kind of brand it would be? Complexity academic level Post graduate, entrepreneurs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

Gazelle Infotech-optimizing humanitarian supply chain for disaster management

2020 ◽  
Vol 10 (4) ◽  
pp. 1-20
Author(s):  
Sadia Samar Ali ◽  
Rajbir Kaur ◽  
Kirit Goyal
Keyword(s):  
Drinking Water ◽  
Graduate Students ◽  
Learning Outcomes ◽  
Safe Drinking Water ◽  
Content Type ◽  
Academic Level ◽  
Disaster Relief Operations ◽  
Critical Issues ◽  
Relief Operations ◽  
Humanitarian Supply Chain

Learning outcomes The learning outcomes of this paper are follows: students should be able to understand the complexity related to the provision of safe drinking water for disaster-hit areas and effective solutions to overcome this problem. Also, students should be able to evaluate the need for awareness about post traumas mental health especially in case of disasters and identify how technology can provide answers to such critical issues. Case overview/synopsis The case represents a unique scenario where the head of an organization has moved away from the financial prospect and invested time and efforts for the provision of safe drinking water to the inaccessible areas and devise strategies for the improvement of disaster relief operations. Complexity academic level Undergraduate and post graduate students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 4: Environmental Management.

The Turkish Super League meets its first female club president

2021 ◽  
Vol 11 (2) ◽  
pp. 1-27
Author(s):  
Efe Ünsal ◽  
Sanem Kaptanoğlu ◽  
Hayat Kabasakal
Keyword(s):  
Learning Outcomes ◽  
High Performance ◽  
Negative Impact ◽  
Central Anatolia ◽  
Gender Inequity ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Long Run ◽  
Super League

Learning outcomes The learning outcomes are as follows. First, female managers can face gender inequity in different forms, such as the glass ceiling and glass cliff, while they run for leadership positions, especially in male-dominated business contexts. Second, managers can show high performance and be effective leaders as long as they are aware of that all managers are evaluated according to a wide variety of criteria, and play many different managerial roles, such as interpersonal, informational and decisional roles. Finally, managers should pay attention to all stakeholders’ demands in decision-making process for sustainability and performing better in the long run. Case overview/synopsis Since football began gaining popularity in Turkey at the dawn of the 20th century, the sport remains the most popular national sport today. However, recently, a new name has shaken the world of Turkish football: Berna Gozbasi, the first female football manager in Turkish history. In the middle of 2019–2020 football season, Gozbasi became the first female club president after she assumed leadership of Kayserispor. Kayserispor was officially founded as a Turkish professional football club in 1966, and, as its name suggests, was based in Kayseri, a sizeable industrialised city located in Central Anatolia. The team competes in the “Turkish Super League”, Turkey’s top football competition. In this case, to discuss gender inequity, leadership, and management in the sport context, the authors explained the dilemma Gozbasi faced while she decided whether or not to accept this challenging role. Then, the authors examined the experiences she gained as a leader and the dilemma she faced to diminish the negative impact of the COVID-19 pandemic on the organisation she led. Complexity academic level Undergraduate and MBA 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 6: Human Resource Management.

Ferrari five: How to recover control of the traditional channel in Colombia?

2020 ◽  
Vol 10 (2) ◽  
pp. 1-13
Author(s):  
Armando Borda ◽  
Gonzalo Guerra García ◽  
Carlos Cordova ◽  
Miguel Cordova
Keyword(s):  
Learning Outcomes ◽  
Consumption Pattern ◽  
Base Of The Pyramid ◽  
Graduate Studies ◽  
Content Type ◽  
Mba Students ◽  
Academic Level ◽  
Students First ◽  
Value Propositions ◽  
Product Launches

Learning outcomes The learning outcomes are as follows: to analyze host market characteristics and consumer behavior to develop sound value propositions; to distinguish the characteristics of traditional retail as opposed to the ones of modern retail; to identify the potential benefits and challenges of working with traditional retail; to discuss how informality may affect business relations; and to identify potential avenues to align divergent interests between the focal firm and traditional retailers. Case overview/synopsis The case described the situation faced by French International Company (FICO), a leading manufacturer of cigarettes, after the acquisition of Fosforera Colombiana (FOCOSA) in Colombia. FICO aimed to leverage the leadership position of FOCOSA and of its flagship brand Ferrari Lights that possess a 60% market share. However, after just a few months, it was clear that the acquired subsidiary was not performing adequately. The financial results obtained were disastrous. To face this situation, FICO appointed as the new marketing director to Waldo Tarantini who has experienced dealing with informal markets. To be aligned to the Colombian consumption pattern of five cigarettes daily, Waldo decided to launch a new presentation of the leading brand denominated Ferrari five, a package of 5 cigarettes at COP 1000. Considering that more than 60% of the sale can be explained by traditional retail, it was mandatory to secure its participation. Nevertheless, traditional retailers obtained up to 56% margin by selling single sticks. Waldo and his team rapidly needed to craft a commercial strategy to secure the participation of traditional retailers in a market plagued by informality, smuggling products and lack of control from national authorities. Complexity academic level The case is intended to be used at the early stages of post-graduate studies and in executive education programs addressing issues such as emerging markets, informality, the base of the pyramid, trade marketing and product launches. In particular, the case can be used in MSc in Marketing’s students, first-year MBA students or executives following short courses. The field of studies in which the case should be taught is marketing or trade marketing in particular when analyzing emerging economies. Supplementary materials Teaching notes are available for educators only. Subject code CSS 8: Marketing.

GoBhaarati- contributing to the “Journey of Healthy Living”

2021 ◽  
Vol 11 (1) ◽  
pp. 1-19
Author(s):  
Vinit Vijay Dani ◽  
Meeta Dasgupta
Keyword(s):  
Learning Outcomes ◽  
Social Enterprise ◽  
Intrinsic Value ◽  
Distribution Channel ◽  
Social Enterprises ◽  
Health And Wellness ◽  
Content Type ◽  
For Profit ◽  
Academic Level ◽  
Start Up

Learning outcomes The learning outcomes of this paper is as follows: to showcase how a futuristic mission and planned branding initiatives can help start-up social enterprise to create a successful brand; to explain how a comprehensive understanding of the target group and innovative products/services and channel strategies help GoBhaarati position itself as an upcoming not for profit social enterprise; to argue how proper brand mission and branding can help even a small startup to create a brand identity in a fiercely competitive fragmented market dominated by big players; the constraints GoBhaarati faced in constituting and aligning distribution channel. These impulsions can have legal, environmental and or managerial foundations. Case overview/synopsis GoBhaarati Agro Industries and Private Limited (GoBhaarati) operated as a nonprofit social enterprise in the Health and Wellness Industry, providing natural indigenous traditional Indian products such as millets, honey, turmeric, jaggery, rock salt and serving millet-based snacks to consumers. At the epicenter of Gobhaarati's branding strategy was its health and wellness positioning. The company's mission was to increase the positive perception of millets and to convince consumers that there was intrinsic value in a product's origin and production processes. Iriventi aimed to achieve a turnover of at least ten crores by 2025, but the company's sales and financial resources were limited. With this clouding in mind, Iriventi could not decide whether to let GoBhaarati stay niche in business or to expand it organically. Complexity academic level Graduate and executive management education students can use the case. The case may also be used to focus on entrepreneurship and distribution management for start-up social enterprises. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 8: Marketing.

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.

Dancing in the storm: finessing emergency remote teaching in the COVID-19 pandemic

2021 ◽  
Vol 11 (4) ◽  
pp. 1-21
Author(s):  
Louise Whittaker ◽  
Hayley Pearson
Keyword(s):  
Change Management ◽  
Learning Outcomes ◽  
Business School ◽  
Learning Experience ◽  
Theoretical Models ◽  
Management Process ◽  
School Students ◽  
Content Type ◽  
General Managers ◽  
Academic Level

Case overview The Gordon Institute of Business Science (GIBS), a South African based business school and one of the top ranked business schools in Africa, was yet again facing a crisis during the COVID-19 pandemic. Having emerged out of an extraordinary year of strict lockdown regulations and having managed a rapid shift to emergency remote teaching. GIBS had managed to maintain its academic programmes, ensuring the completion of the curriculum within the academic year whilst maintaining the exceptionally high standards and quality learning experience it was known for. As 2020 drew to a close, the academic programmes team and the students looked forward to starting the new year in a more “normal” mode of operation. GIBS closed for Christmas holiday with the intent on returning, in early 2021, in some form of face-to-face teaching. However, on the 27th of December 2020, the President of South Africa announced a return to level-3 lockdown as the second wave of infections swept through the country. Strict measures were once again enforced, significantly impacting GIBS’ possible return to campus in January 2021. Reflecting on the lessons learnt over the past year, the Executive Director: Academic Programmes, Professor Louise Whittaker, yet again faced the challenge of deciding how best to proceed given the circumstances. The case illustrates the need for effective change management through the application of Kotter’s 8 steps to transformation, whilst demonstrating the complexity of change management during a crisis. A particular focus on the importance of communication during a change management process in a crisis is illustrated through this case. Expected learning outcomes The learning outcomes are as follows: students need to understand that in a crisis, change management will be emergent and requires flexibility and adaptability; students will determine what concrete actions may be required during a change management process in a crisis; students will need to discern that theoretical models do not necessarily fit real world contexts, particularly in a crisis situation; and students will identify aspects that might be missing or inadequately formulated in standard models of change management. Complexity academic level The case is positioned at a post-graduate level and would be ideal as a teaching case for business school students on a Master of Business Administration programme, a specialised business masters programme or selected executive education programmes for general managers or senior executives. The case can be taught in a course in the following fields, namely, change management, leadership or strategy. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy.

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