Aavaran: creating niche through contemporary traditional textiles

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

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

Crediamigo: partnering with Vivacred?

2012 ◽  
Vol 2 (8) ◽  
pp. 1-14
Author(s):  
Frédéric Lavoie ◽  
Emmanuel Raufflet
Keyword(s):  
Subject Area ◽  
Organizational Capabilities ◽  
Loan Repayment ◽  
Content Type ◽  
Governmental Organization ◽  
Microfinance Institution ◽  
Strategy Acquisition ◽  
Entry Strategy ◽  
Low Performance ◽  
Set Up

Subject area The case is suitable for undergraduate and MBA courses: strategic management, social entrepreneurship. Study level/applicability Masters, Bachelors. Case overview In Fortaleza, January 2008, an urban microfinance manager and the planning committee of Crediamigo, Brazil's largest microfinance institution need to devise an entry strategy to Rio de Janeiro's microfinance market. A part of the Banco do Nordeste, and a regional development bank for ten years, Crediamigo has 400,000 clients in the Northeast of Brazil. Its objective is to double its clients base for 2011; Rio de Janeiro's market was the next priority. Crediamigo has two options. The first consists of partnering with VivaCred, a small experienced microcredit non-governmental organization (NGO) which operates in Rio de Janeiro's slums. VivaCred was a microfinance NGO with relatively low organizational capabilities and with a low performance in terms of loan repayment. Its lending methodologies were different from Crediamigo's experience. The second option was to set up a new branch of Crediamigo in Rio and to shape it in Crediamigo's image. The committee was aware that this, “far away from home”, would be a costly and slow venture. Expected learning outcomes After using this case, students will: have been exposed to the strategic, managerial and operational challenges of microfinance expansion in an emerging country; understand better the market entry strategy (acquisition/integration of an organization vs green field) in such a context; have discussed the conditions related to the replication of microcredit methodologies (individual, group and village lending methodologies) in their contexts of operations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

Dilemma in hiring

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

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

Economic Zones World (EZW) – supply chain strategy

2011 ◽  
Vol 1 (1) ◽  
pp. 1-5
Author(s):  
Balan Sundarakani
Keyword(s):  
Supply Chain ◽  
Learning Outcomes ◽  
Subject Area ◽  
Global Supply Chain ◽  
Content Type ◽  
Supply Chain Strategy ◽  
Country Level ◽  
Chain Map ◽  
Management Students ◽  
Economic Zones

Subject area This paper looks at logistics and supply chain strategy. Study level/applicability The paper is appropriate for undergraduate and graduate management students. Case overview By November 2009, realising the competitive pressures created by the regional and global players, Mr Khalid Ahmed, SVP, Economic Zones World (EZW), decided to strategically re-position EZW in the global supply chain map. He knew it would be very challenging in view of changing landscape of international business and he was eager to start formulating his plans. Expected learning outcomes This case can be used to teach logistics and supply chain strategy as well as the understanding of the development of country level strategy. A better understanding of the demographics and geography of UAE is required. Supplementary materials A teaching note is available on request.

An analysis of financial inclusion initiatives at Odisha Gramya Bank

2016 ◽  
Vol 6 (3) ◽  
pp. 1-20
Author(s):  
Dhananjay Bapat ◽  
S. Sidharthan ◽  
C. Yogalakshmi
Keyword(s):  
Financial Services ◽  
Emerging Market ◽  
Subject Area ◽  
Financial Inclusion ◽  
Business Strategies ◽  
Market Segment ◽  
Content Type ◽  
Bottom Of Pyramid ◽  
Set Up ◽  
Management Students

Subject area Financial Services Marketing, Financial Inclusion, Emerging Market Studies. Study level/applicability The case is suitable for graduate management students in courses such as general management and marketing courses. It is also suitable for a specialised rural marketing course and marketing of financial services. In business schools outside India, the case can be used in a course on marketing strategies for emerging economies. The case is suitable for executive development programmes for the areas pertaining to rural banking, marketing of banking services and financial inclusion programmes. Case overview The case analyses the financial inclusion initiative by Odisha Gramya Bank, a regional rural bank set up after amalgamation of three banks in the state of Orissa, India. The topic of financial inclusion has been the attraction from bankers, policymakers and academia in light of linkage between formal financial system and inclusive growth. To harness the fortunes at the bottom of pyramid, the case looks into the development of financial inclusion, business strategies and strategies for various customer segments. Expected learning outcomes To introduce students to analyse and compare various financial inclusion options. The case is useful to comprehend the various methods of financial inclusion. To analyse the evolution of regional rural banks and Odisha Gramya Bank after its amalgamation. To appreciate the issues faced by Odisha Gramya Bank. To understand various market segment and to evaluate its potential. To suggest appropriate strategies for each market segment. To appreciate how technology can be harnessed for business correspondents. To recommend the roadmap for financial inclusion to Mr Sidharthan, Chairman, Odisha Gramya Bank. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing.

Supply issues in ACPL – an electrical manufacturing company

2012 ◽  
Vol 2 (8) ◽  
pp. 1-12
Author(s):  
Hari Narain Singh
Keyword(s):  
Supply Chain ◽  
Inventory Management ◽  
Operations Management ◽  
Manufacturing Systems ◽  
Raw Materials ◽  
Subject Area ◽  
Power Utility ◽  
Content Type ◽  
Marketing Function ◽  
Manufacturing Company

Subject area Supply chain management. Study level/applicability The case is suitable for post graduates in management, and for those managing small sector supply and manufacturing systems. Case overview ACPL is an organisation which moved from trading to manufacturing a technology product instrument transformers (ITs) for power utility companies for 11 years, competing with the best in industry, reducing internal costs, and modernising the supply chain. ACPL was started as a trading organisation in electrical items in Delhi by Munish Kumar, an engineer by profession in 2001. In 2004 he ventured into manufacturing, which expanded in two locations in Ghaziabad, NCR Delhi. Later his two sons, engineer and management graduate, respectively, joined the organisation. In less than a decade, by 2007, ACPL had grown to be a private limited organisation. ACPL manufactures ITs required by power boards and companies for conversion and usage of high voltage (11 kV/33 kV) transmitted power into 220 V single phase/440 V three phase power. From tender/enquiry through manufacturing to inspection and despatch takes a long supply chain cycle time holding space as well as inventory. An interview with the chairman of ACPL in the case highlights issues affecting its margins and growth. The long process to delivery time may be in vogue in this type of industry but this holds up a huge inventory. The company management has been working to resolve this crisis along with an urgent need to grow in a competitive environment. The problem is being addressed. Expected learning outcomes This case study should help students to understand the concept of the supply chain and supply cycle, in a manufacturing company in particular. It has been found that students understand the supply chain as part of the marketing function dealing with finished stocks, warehousing and delivery to end customers as per agreements, and arranging payments from customers. The supply chain also deals with in bound materials management. Raw materials planning, purchasing, inventory management are crucial for effective business operations management in any organisation. Supplementary materials Teaching notes are available; please contact your librarian for access.

Balqis restaurant: how to move on?

2017 ◽  
Vol 7 (3) ◽  
pp. 1-19
Author(s):  
Farzana Quoquab ◽  
Shazwani Binti Ahmad ◽  
Wan Nurul Syazwani Binti Wan Danial ◽  
Jihad Mohammad
Keyword(s):  
Subject Area ◽  
Marketing Mix ◽  
Business Success ◽  
Strategic Decisions ◽  
Gradual Improvement ◽  
Content Type ◽  
To Come ◽  
Set Up ◽  
The Right ◽  
The Cost

Subject area This case can be used in marketing management as well as consumer behaviour courses. Study level/applicability This case is suitable to use in advanced undergraduate levels, MBA and MSc in marketing courses that cover topics related to market segmentation and marketing mix strategies. Case overview This case highlights the dilemma of an entrepreneur and a manager of a restaurant who were to take a decision about the sustainability of their restaurant business. Balqis Restaurant was owned by Danny who was a retiree from Telekom Malaysia. He wanted to open a restaurant business after he came back from his long holiday trip. He conducted market research to find a suitable place to open his Arabic restaurant. He assigned Waleed Masood Abdullah as the manager of Balqis Restaurant. Finally, in June 2010, he opened his long awaited restaurant at Gombak, Kuala Lumpur. The restaurant was known as Qasar before the name was changed to Balqis in 2015 because of copyright issues related to Saba’ restaurant at Cyberjaya. The restaurant was well managed under Danny’s supervision for 4 years and successfully won customers’ hearts and loyalty before he decided to give full responsibility to Waleed in March 2014. Danny trusted Waleed because he taught and trained him. However, under Waleed’s management, Balqis started to lose its customers. Waleed also started to branch out the restaurant to different places in different states; one in Ipoh, and the other in Perak. He invested much money on renovation for all three branches, but one of the restaurants closed down in September 2014. This is because of the fact that they could no longer bear the cost of operations for the restaurant. However, he failed to learn from the mistake; they set up another restaurant, which was in Kuantan, in the same month. The sales were not that encouraging but it did show gradual improvement; yet, they once again sold it to another Arab businessman. Waleed realized his failure in managing the restaurant business in August 2015. He again opted to open another new branch which was questioned by Danny. He was in a rush to open it by the end of December 2015 to ensure that the additional profits from the current restaurants could cover the variables costs if the new restaurants were launched. Based on that, the owner had to make a decision about whether a new branch should be opened or whether they should just retain their restaurant in Gombak. Expected learning outcomes The learning objectives of using this case are as follows. 1. Knowledge enhancement: to help students in understanding the problems faced by a restaurant in expanding its market; to make students aware that a properly blended marketing mix is the key to business success and to broaden students’ views and understanding in targeting the proper market segment in formulating an effective marketing strategy. 2. Skills building: to be able to identify the best marketing strategic decisions to manage the restaurant business for its survival and to develop students’ ability to analyse the existing situation to come up with a viable and effective solution. 3. Attitudinal: to help the students to have intellectual openness in accepting different ways of finding solutions for a particular problem and to assist students in making the right move at the right time. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 8: Marketing.

Key drivers of an agile, collaborative fast fashion supply chain

2017 ◽  
Vol 21 (3) ◽  
pp. 278-297 ◽  
Author(s):  
Ka-Leung Karen Moon ◽  
Ji-yeon Lee ◽  
Sze-yeung Charlotte Lai
Keyword(s):  
Supply Chain ◽  
Market Structure ◽  
Subject Area ◽  
Fashion Industry ◽  
Fast Fashion ◽  
Integrated Network ◽  
Content Type ◽  
Supply Chain Agility ◽  
Key Drivers ◽  
Business Pattern

Purpose The purpose of this paper is to investigate the market structure and the key drivers of the competitiveness of an agile and collaborative fast fashion supply chain using South Korea’s Dongdaemun fashion market – one of the world’s largest and most competitive fashion hubs – as an example. Design/methodology/approach A qualitative approach is employed with a two-stage study. The first stage is a preliminary study based on a desk research and several field visits, while the second is an in-depth interview study with seven informants collectively representative of the members of all echelons along a fashion supply chain. Findings The findings demonstrate that the Dongdaemun fashion market has a complex market structure and a unique business pattern. Supply chain agility and collaboration are two important components of its success, which are supported by five factors: self-sufficient structure, multiple-integrated network, strong entrepreneurship, close and long-lasting buyer-seller relationships, and quick-response product delivery and inventory replenishment. Originality/value This study extends our knowledge of supply chain management in the fast fashion industry and provides insights to assist in the development of supply chain strategies in other fashion markets and/or other industries. The extended conceptual framework as well as the proposed questions may serve as points of reference for future studies in the subject area.

scholarly journals Burden or blessing in disguise: interactions in supply chain complexity

2018 ◽  
Vol 38 (2) ◽  
pp. 314-332 ◽  
Author(s):  
Hendryk Dittfeld ◽  
Kirstin Scholten ◽  
Dirk Pieter Van Donk
Keyword(s):  
Supply Chain ◽  
Food Processing ◽  
Raw Materials ◽  
Structured Interviews ◽  
Food Processing Industry ◽  
Dynamic Complexity ◽  
Processing Industry ◽  
Case Study Methodology ◽  
Content Type ◽  
Different Types

Purpose While systems theory explicitly considers interactions as part of a system’s complexity, supply chain complexity (SCC) is mostly conceptualized and measured as a linear summation of several aspects. The purpose of this paper is to challenge the general understanding by explicitly investigating interactions between and across different types (detail and dynamic) and levels (plant, supply chain, environment) of SCC. Design/methodology/approach An exploratory multiple case study methodology is adopted drawing on in-depth semi-structured interviews with respondents from eight manufacturing plants in the food processing industry. Findings On the one hand, it is found that different types add and increase overall SCC. On the other hand, the study also shows the opposite: interactions between detail and dynamic complexity can reduce the overall SCC experienced. Additionally, the findings highlight the specific food processing characteristics such as the variability of quality and quantity of raw materials that underlie interactions between types and levels of SCC. Originality/value This study adds to theory by empirically showing that interactions across and between types and levels do not automatically increase, but might also reduce SCC. As such, the findings contribute new detail to the concept of SCC: aspects of complexity do not necessarily add up linearly. Additionally, this study is one of the first to demonstrate how specific contextual aspects from the food processing industry relate to SCC.

scholarly journals The impact of phenomenological methodology development in supply chain management research

2020 ◽  
Vol 25 (4) ◽  
pp. 443-456 ◽  
Author(s):  
Neil Towers ◽  
Ismail Abushaikha ◽  
James Ritchie ◽  
Andreas Holter
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Research Methodology ◽  
Subject Area ◽  
Academic Impact ◽  
Chain Management ◽  
Content Type ◽  
Methodology Development ◽  
Phenomenological Methodology ◽  
The Impact

Purpose The purpose of this paper is to demonstrate the non-academic impact in supply chain management (SCM) research through the application of three distinctive approaches to phenomenological methodology in different contexts. Design/methodology/approach Evidence-based examples from three case studies using interpretivist, social constructivist and critical realist methodologies are presented. They reflect non-positivist approaches commonly used in phenomenological methodology and adopted in SCM investigative research. Findings Different types of non-academic reach and significance from each research methodology are discussed to illustrate the non-academic impact benefits from each case. The three distinctive phenomenological approaches have been shown to contribute to innovative research methodology development on their own philosophical merit and produced novel contributions to SCM research in particular. Research limitations/implications The non-academic impact examples have been shown to have wider influence and implication to business, the economy and society at large. Originality/value The paper highlights the relevance of phenomenological research methodology for SCM. It also contributes to the development of the SCM subject area and is hoped to encourage further reporting of non-academic impact of supply chain research.

YC Company: decreasing profit margin in overseas market

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

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

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