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Items 1-10 of 184
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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 -
IT Management Schneider Electric's India Smart Factory: Creating a Sustainable Value Chain (A)
The year was 2021. At his Gurugram office in Haryana, India, Anil Chaudhry, Zone President and Managing Director of Schneider Electric India Private Limited (SEIPL), sat working on his keynote address for a conference. He had been invited to present a globally relevant business case on energy-efficient practices for digital transformation and their application in the larger business ecosystem. SEIPL was a subsidiary of Schneider Electric (SE). The French industrial giant SE was a global leader in energy management and industrial automation and delivered solutions spanning hardware, software, and services. SE was also among the Fortune Global 500. Chaudhry was keen on showcasing the company's success in implementing digital transformation. The SE audit team found that SEIPL's Hyderabad factory (in Telangana) pioneered automated tools in 2016 when terms such as "Industry 4.0" and "digitalization" were thin on the ground. The factory successfully converted a brownfield facility into a smart factory in 2019, implementing EcoStruxure, a platform for accelerating digital transformation.Chaudhry had to address multiple questions based on the learnings and takeaways from the implementation at Hyderabad: Why did the need for creating a smart factory arise? How did this lead to digital transformation across the value chain? Were such implementations scalable? Could other industry players replicate this success by converting their non-IIoT -enabled facilities into smart factories? What aspects did organizations need to focus on while planning for such a transformation?
Learning Objectives
- (a) Study digital transformation in transitioning from a fragmented value chain to an extended enterprise, (b) Establish the importance of Industry
- 4.0, focusing on decarbonization and sustainability, (c) Understand how different members in the value chain derive business benefits by deploying Industry
- 4.0, (d) Identify organizational capabilities that act as enablers of digital transformation, (e) Understand what other organizations can learn from a globally recognized success story.
Published: Mar 31, 2024₹399.00 -
Human Resource Management GST Retail: Digital Transformation in The Dynamic Middle East Retail Industry
Soha Hayat, CHRO at GST Retail, a fashion retail brand based in the United Arab Emirates (UAE) that had stores across the Middle East region, had just returned from a monthly leadership review meeting. Although the reviews so far in 2022 had been difficult, the October 2022 review was perhaps the most shocking for Hayat. he Human Resources department had been under severe scrutiny for some months, and in this meeting, the leadership team had categorically stated that HR was slowing the entire firm down. Hayat believed that the problem had much deeper roots than what was being projected. GST was recuperating from a massive slowdown induced by the COVID-19 pandemic, which had begun early in 2020 and persisted throughout much of 2021. In the past few months, as customers returned to shop, sales had grown, signaling recovery. The leadership team, which wanted the company to bounce back quickly and instill confidence in their investors, had set ambitious new targets. This came with its own downside for GST, whose workforce count was at an all-time low. Hayat and her team wanted to initiate a revamp of the HR department through a dynamic technological transformation. The existing software deployed at GST was familiar to everyone but incapable of the transformation that was needed. Recently, Hayat had heard a lot about the capabilities of Artificial Intelligence (AI)-based solutions into HR. However, this was a relative new technology which would require substantial planning and e r chair, the question looming over her was, how should she proceed?
Learning Objectives
Learn More- To understand some of the typical HR activities of a firm and how they are evolving.
- Analyzing the limitations of legacy HR processes that need to be transformed in contemporary organizations.
- Understanding the need for, and benefits of, digitalizing HR processes and the potential inadequacies of manual processes.
- Exploring the capabilities of artificial intelligence (AI) to enable digitalization of HR processes.
Published: May 29, 2024₹399.00 -
IT Management NASSCOM: Self-Regulation for Sustaining the Commons in the Indian IT Industry
In a collective prisoners' dilemma or commons problem, self-interested behavior by firms results in poor outcomes for all. Can self-regulation through an industry association solve the commons problem? Specifically, what explains NASSCOM's (National Association of Software and Service Companies) success in saving a scandal-ridden member company, Satyam, from going out of business? Satyam's demise would have shattered client trust in all Indian IT firms; saving it was an unprecedented feat for an industry association. The case provides concrete examples for instructors to highlight the varieties of commons problems faced by industry. It also provides background information on how NASSCOM established its identity and credibility with the government, formulated its values, and crafted its governance model. This background helps students relate to Elinor Ostrom's core design principles that characterize robust institutions for solving commons problems.
Learning Objectives
The case can be used in courses on Business Ethics or non-profit management. Learning Objectives: Understand different types of collective action problems. Appreciate the advantages of self-regulation in solving collective action problems in industry. Understand the importance of credible leadership. Understand how Elinor Ostrom's core design principles can sustain self-regulation. Understand how to manage voluntary organizations so that they serve the best interests of all.
Learn MorePublished: May 23, 2024₹399.00 -
IT Management Schneider Electric's India Smart Factory: Creating a Sustainable Value Chain (Abridged)
The year was 2021. At his Gurugram office in Haryana, India, Anil Chaudhry, Zone President and Managing Director of Schneider Electric India Private Limited (SEIPL), sat working on his keynote address for a conference. He had been invited to present a globally relevant business case on energy-efficient practices for digital transformation and their application in the larger business ecosystem. SEIPL was a subsidiary of Schneider Electric (SE). The French industrial giant SE was a global leader in energy management and industrial automation and delivered solutions spanning hardware, software, and services. SE was also among the Fortune Global 500. Chaudhry was keen on showcasing the company's success in implementing digital transformation. The SE audit team found that SEIPL's Hyderabad factory (in Telangana) pioneered automated tools in 2016 when terms such as "Industry 4.0" and "digitalization" were thin on the ground. The factory successfully converted a brownfield facility into a smart factory in 2019, implementing EcoStruxure, a platform for accelerating digital transformation. Chaudhry had to address multiple questions based on the learnings and takeaways from the implementation at Hyderabad: Why did the need for creating a smart factory arise? How did this lead to digital transformation across the value chain? Were such implementations scalable? Could other industry players replicate this success by converting their non-IIoT -enabled facilities into smart factories? What aspects did organizations need to focus on while planning for such a transformation?
Learning Objectives
(a) Study digital transformation in transitioning from a fragmented value chain to an extended enterprise, (b) Establish the importance of Industry
4.0, focusing on decarbonization and sustainability, (c) Understand how different members in the value chain derive business benefits by deploying Industry
4.0, (d) Identify organizational capabilities that act as enablers of digital transformation, (e) Understand what other organizations can learn from a globally recognized success story.
Learn MorePublished: Mar 31, 2024₹399.00
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