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Items 1-10 of 193
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General Management Zandu Pharmaceutical Works: The Takeover Bid (B)Supplement case to ISB045.
Learn MorePublished: Nov 1, 2014₹399.00 -
Operations Management Technology Decision-Making in a Semi-Urban ICU: An Intensivist's Dilemma
Set in April 2017, this case centers around the digital technology dilemma facing the protagonist Dr. Vimohan, the chief intensivist of Prashant Hospital. The case describes the critical challenges afflicting the intensive care unit (ICU) of the hospital. It then follows Dr. Vimohan as he visits the Bengaluru headquarters of Cloudphysician Healthcare, a Tele-ICU provider. The visit leaves Dr. Vimohan wondering whether he can leverage the Tele-ICU solution to overcome the challenges at Prashant Hospital. He instinctively knew that he would need to use a combination of qualitative and quantitative analysis to resolve this dilemma.
Learning Objective
Learn MoreThe case study enables critical thinking and decision-making to address the business situation. Assessing the pros and cons of a potential technology solution, examining the readiness of an organization and devising a framework for effective stakeholder and change management are some of the key concepts. Associated tools include cost-benefit analysis, net present value (NPV) analysis, force-field analysis, and change-readiness assessment, in addition to a brief discussion on SWOT analysis.
Published: Jan 10, 2021₹399.00 -
Marketing Instagram Influencer Marketing: Creating a Winning Strategy
On August 9, 2020, Sean Jean De Ville, who had recently joined French fashion and cosmetics giant Satix as digital marketing head of the shampoo products division, was preparing for his first meeting with the CEO. He had been tasked to explore the viability of employing influencer marketing on Instagram. This would be a new promotional vehicle for the company, which had traditionally used billboards, print, and limited digital advertisements. He was also told that a budget of USD 500,000 would be allocated for influencer marketing and that the boss was anxious to get his insights and recommendations.
Learning Objective
Learn More• how influencer marketing works • how to decide on which influencer or influencers to employ • the key metrics involved in assessing an influencer marketing strategy • how to measure the marketing effectiveness of influencers, and • how to ask questions that go beyond the data to come up with relevant insights that will enhance the effectiveness of your expenditure(s).
Published: Dec 19, 2020₹399.00 -
Finance Gold: A Distinct Asset ClassGold is a very popular alternative asset class globally. This note looks at the properties of gold that make it so attractive. The note also compares the performance of gold against various other asset classes and its correlation with them.
Learn MorePublished: Sep 15, 2014₹399.00 -
Operations Management Nizamabad Constituency 2019 Mega Elections (A): Attempting the Improbable
During the Indian general election of 2019, the Nizamabad constituency in Telangana state found itself in an unprecedented situation with a record 185 candidates competing for one seat. Most of these candidates were local farmers who saw the election as a platform for raising awareness about local issues, particularly the perceived lack of government support for guaranteeing minimum support prices for their crops. More than 185 candidates had in fact contested elections from a single constituency in a handful of elections in the past. The Election Commission of India (ECI) had declared them to be "special elections" where it made exceptions to the original election schedule to accommodate the large number of candidates. However, in the 2019 general election, the ECI made no such exceptions, announcing instead that polling in Nizamabad would be conducted as per the original schedule and results would be declared at the same time as the rest of the country. This presented a unique and unexpected challenge for Rajat Kumar, the Telangana Chief Electoral Officer (CEO) and his team. How were they to conduct free and fair and elections within the mandated timeframe with the largest number of electronic voting machines (EVMs) ever deployed to address the will of 185 candidates in a constituency with 1.55 million voters from rural and semi-urban areas? Case A describes the electoral process followed by the world's largest democracy to guarantee free and fair elections. It concludes by posing several situational questions, the answers to which will determine whether the polls in Nizamabad are conducted successfully or not. Case B, which should be revealed after students have had a chance to deliberate on the challenges posed in Case A, describes the decisions and actions taken by Kumar and his team in preparation for the Nizamabad polls and the events that took place on election day and afterward.
Learning Objective
Learn MoreTo demonstrate how a quantitative approach to decision making can be used in the public policy domain to achieve end goals. To learn how resource allocation decisions can be made by understanding the scale of the problem, the various resource constraints, and the end goals. To discover operational innovations in the face of regulatory and technical constraints and complete the required steps. To understand the multiple steps involved in conducting elections in the Indian context.
Published: Feb 8, 2021₹399.00 -
OB and Leadership Career Dilemma of a Next-Gen Family Member - The Case of Lavanya Nalli
The case, set in 2016, follows Lavanya Nalli, a fifth-generation member of the Nalli family business, as she contemplates a critical decision about her future. Nalli Silks, an Indian ethnic wear retailer, had built an enviable reputation for quality and customer orientation over 90 years. As a female member of a conservative family business, she was not expected to enter the business and play an active role in it. Yet, she joined Nalli Silks after earning a degree in engineering and planned and pursued her own induction and learning in the firm. Over the next couple of years, she displayed her entrepreneurial drive by conceptualizing and setting up a successful business within the larger business. However, sensing that there were limited avenues within the firm to feed her ambition and keenness to learn and grow, she left India for the United States to pursue an MBA at Harvard Business School. After graduating, she worked at McKinsey, a leading consulting firm. In 2014, Lavanya returned to India and joined Myntra, a rapidly growing Indian fashion e-commerce company. These experiences provided her with rich and varied insights and perspectives. After seven years away, she was considering returning to the Nalli group with tentative plans of setting up a separate e-commerce vertical from scratch. Three generations of her family - her grandfather, her father and her brother - were active in the business and held independent charge of different parts of the Nalli group. There were serious reservations within the family and the organization about Lavanya's proposal to venture into e-commerce. She herself had some concerns about the larger strategy and set-up of the business, such as the absence of a leadership pipeline and inattention to market trends. The case closes with her reflections and questions on the way forward.
Learning Objective
Learn MoreUnderstand how next-gen family members approach career choices and how this influences their enterprises. Appreciate the challenges of balancing values and aspirations among family, business and individual next-generation family members. Comprehend how next-generation family members can successfully build careers within an existing family business by being entrepreneurial without crossing value boundaries. Learn what family businesses can do to attract / retain next-generation family members.
Published: Dec 19, 2020₹399.00 -
Entrepreneurship & Innovation Ujala Cygnus Hospital: The Challenges of being a Good Samaritan in Healthcare
This case explores the journey of Dr. Shuchin Bajaj and Ujala Cygnus Hospitals (UCH) in delivering affordable tertiary care in India's underserved Tier-2 and Tier-3 cities, where challenges such as limited clinical personnel, low technology adoption, and socioeconomic barriers prevail. Motivated by personal tragedy, Bajaj founded UCH to provide tertiary care to these regions, adopting innovative business models like cross-subsidization, outsourcing, and an asset-light strategy to offer low-cost services. However, UCH's primary revenue source-government healthcare schemes-caused cash flow issues due to delayed reimbursements, while patients faced high out-of-pocket expenses. With over INR 1 billion owed to the hospital at any time, Bajaj faced a critical decision whether to expand into more locations where healthcare was desperately needed or focus on resolving existing operational and financial challenges. This case provides insight into the complexities of scaling healthcare services in resource-constrained environments, fostering discussions on business model innovation, managing growth with sustainability in emerging markets.
Learning Objectives
Learn MoreThis case aims to help students understand the challenges of delivering affordable and high-quality healthcare services in underserved Tier-2 and Tier-3 cities. By analyzing the business model innovations of Ujala Cygnus Hospitals (UCH), learners will explore strategies such as cross-subsidization, asset-light approaches, and flexible payment models to sustain operations despite financial constraints. It also examines the impact of socio-economic factors, government healthcare schemes, and the complexities of managing cash flows in a resource-constrained environment. Finally, the case prompts discussion with operational sustainability in the healthcare sector.
Published: Oct 3, 2024₹399.00 -
Business Ethics Breaking up Amicably: Leveraging Mediation in Phoenix
The case focuses on the process of mediation in Phoenix, a family business that faced a decade-long dispute that escalated to litigation. In 2022, Preeti Gupta, the daughter of the founder, Surajmal Gupta, and Mamta Subramanian, the mediator, reflected upon the events surrounding the 2012 family mediation with Preeti's nephew, Vivek Gupta, who now serves as the managing director of Phoenix. Subramanian was pleased to note that 10 years after she facilitated the mediation at the Phoenix family in 2012, the company was doing very well. The family members had left the acrimony of the past behind. They met and spent time with each other regularly. Subramanian recalled the day she had met Preeti at his father's funeral and suggested mediation to resolve the family's conflicts. Despite the initial resistance and hesitation, the family agreed to mediation, and Subramanian was appointed the mediator. Mediation helped the family reach an agreement and settle their disputes, leading to improved relationships and business growth. The case emphasizes the importance of mediation as a valuable tool for resolving conflicts in business families and suggests incorporating mediation in family charters or constitutions.
Learn MoreLearning Objectives
The key learnings of the case are as follows: Recognize the challenges and dynamics of family business disputes: The case sheds light on the complexities and emotional nature of family business disputes, including the impact on relationships, succession issues, and conflicting interests. To explore the process and principles of mediation: The case outlines the key stages and principles of the mediation process, such as contracting and convening, establishing neutrality, active listening, exploring interests and concerns, and facilitating negotiations. Examine the role of the mediator: The case presents the role of the mediator in facilitating the mediation process and ensuring neutrality, trust, and confidentiality. Reflect on the importance of early intervention and awareness of mediation: The case emphasizes the need for increased awareness and adoption of mediation as a mainstream conflict resolution mechanism.
Published: Sep 16, 2024₹399.00 -
Business Ethics Kanwal: Navigating Uncertainty and Building for Tomorrow
Kanwal, a family-owned business deeply rooted in the conflict-ridden region of Jammu and Kashmir (J&K), India, presents a compelling story of entrepreneurial spirit, adaptability, and resilience. Founded in 1971 by Mohd. Amin Chadinoo, Kanwal embarked on a journey to bring the rich flavors of Kashmir to the world, navigating a complex business landscape fraught with geopolitical instability and socioeconomic and ecological fragility. In January 2020, Kanwal faced an existential crisis. Despite establishing itself as a leading player in the fast-moving consumer goods (FMCG) sector of northern India, the company grappled with mounting financial pressures and declining sales amid a region-wide lockdown. Amin and his sons, Farooq and Nisar, reflected on their decision to prioritize family business over other lucrative options and contemplated the future of Kanwal and the strategies needed to weather the storm of a volatile, uncertain, complex, and ambiguous (VUCA) environment. The Kanwal story highlights the crucial role of "familiness" and social capital, where their close-knit bonds, shared values, and commitment to social responsibility fostered collective resilience and a shared purpose.
Learning Objectives
Learn More- Analyze the challenges and opportunities faced by family businesses in turbulent environments.
- Evaluate the role of "familiness" in fostering resilience.
- Assess the importance of succession planning and intergenerational collaboration.
- Develop strategies for building resilience in family businesses.
- Explore the role of resilient leadership in navigating uncertainty and change.
- Understand the ethical considerations of family businesses operating in conflict zones.
- Apply learnings to real-world scenarios.
Published: Sep 10, 2024₹399.00 -
Human Resource Management Breaking the Mold: Transformation at Sunmark
In early 2022, Sunmark Bank (SB), a UAE-based bank operating across multiple regions, appointed 35-year-old Mark Jonathan as Group CEO to address declining performance and lead a critical transformation. Jonathan faced significant challenges, including an 8% annual loss, entrenched resistance from senior management, and outdated practices that stifled innovation. The bank's traditional, branch-focused model was increasingly misaligned with the growing demand for digital and customer-centric services. Additionally, SB struggled with a lack of diversity and inclusion, with a male-dominated workforce and outdated hiring practices that hindered talent acquisition. Jonathan's mandate was to overcome these barriers, drive a cultural shift, modernize operations, and refocus on customer needs to restore the bank's competitiveness in a rapidly changing financial landscape.
Learning Objectives
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Understand the challenges of implementing organizational change in a traditional, resistant culture.
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Analyze the role of leadership in driving transformation and fostering a performance-based culture.
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Explore the impact of outdated organizational values and autocratic leadership on business performance.
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Assess the importance of diversity and inclusion in enhancing organizational adaptability and innovation.
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Develop a comprehensive change management plan that aligns with modern market demands and customer- centric strategies.
Learn MorePublished: Sep 10, 2024₹399.00 -
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