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Items 1-10 of 197
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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 Educational Initiatives (Ei) in the age of Artificial Intelligence (Case B)Educational Initiatives (Ei) is an India-based education enterprise set up in 2001 with the vision of creating a world where children everywhere are learning with understanding. It was cofounded by a team of talented management professionals who shared the goal of making a positive difference in the education space by using business and technology as instruments. It pioneered state-of-the-art pedagogical, information, and communication technologies in education much before the term EdTech became popular.Case B of Educational Initiatives starts with the investor choice made in 2018 and describes how Ei was contending with the latest technological developments, such as AI, in 2023.In 2023, Ei faced the prospect of another potential change in ownership in the next 2–3 years, and the related question of the type of investor to go with for the next round. Ei achieved substantial growth during the 2019–23 period, making it possible for it to go for an initial public offering (IPO) in a couple of years. However, profitability margins had stagnated in recent years, raising the question of whether Ei should focus solely on the private school segment, where the price realizations are higher, and also move more aggressively into international markets.Learning Objectives
- Should Ei spin off the government school business as a separate entity and focus solely on private schools, where the price realizations are higher, and move more aggressively into international markets?
- Is the advent of AI technologies a positive or negative factor for Ei’s future prospects? Assess Ei’s readiness for the AI revolution.
- Will the new cohort of investors mean a change of strategy for Ei, and if so, how can the Ei leadership shape the investor choice for the next round?
- How will the new investor search and parameters differ from those of Round 1? Will a consortium of investors be better or a single investor? Should Ei go for an IPO, and if yes, is it ready for it?
Learn MorePublished: Dec 27, 2024₹399.00 -
Entrepreneurship & Innovation Educational Initiatives (Case A): Balancing Purpose and ProfitsEducational Initiatives (Ei) is an India-based education enterprise set up in 2001 with the vision of creating a world where children everywhere are learning with understanding. It was cofounded by a team of talented management professionals who shared the goal of making a positive difference inthe education space by using business and technology as instruments. It pioneered state-of-the-art pedagogical, information, and communication technologies in education much before the term EdTech became popular.Case A on Educational Initiatives is set in 2018. By then, Ei had a well-established and profitable business model and was one of the best-performing EdTech companies in India. In 2018, some of Ei’s founders and initial investors were looking for an exit, and Ei commenced a search for a new investorto buy out the existing investors.The case serves to understand unique for-profit social entrepreneurship business models to tap the underserved bottom-of-the-pyramid segments in the education sector in developing economies. It can be used to explore how such enterprises can be valued and how they can scale up beyond first-generation entrepreneurs without compromising on the social purpose and mission.Learn More
Learning Objectives:
- Develop a unique for-profit social entrepreneurship business model to tap the underserved bottom-of-the-pyramid segments in the education sector in developing economies.
- Understand and address the dilemmas faced by first-generation social entrepreneurs in generating growth capital for scaling up the business.
- Understand the valuation of a for-profit social enterprise.
- Leverage the latest technologies, such as AI, in the education sector.
Published: Dec 27, 2024₹399.00 -
Negotiation Flare-up in Sumali: Negotiating for Compensation (Role of District Collector)
Set in a fictional village, Sumali, in Neemal district in north India, the exercise is a negotiation between the District Collector (DC) of Neemal, Neeraj Kumar, and Mandeep Singh, the younger brother of a farmer who was accidentally electrocuted to death by loose electricity wires. The government announced a compensation, but the family members refused to cremate the victim until their demands for the dismissal of the local electricity board chief and higher compensation were met. For both parties, the best outcome is to arrive at an agreement. For Kumar, the best alternative-using law enforcement measures if the situation does not improve-will create a negative perception of the local administration and hinder future efforts to build cooperation with the locals. For Mandeep, the best alternative-stalling the negotiations and using his dominant caste status to put on a show of strength-would bring no tangible gains for the family, making it a futile exercise. The state government has asked Kumar to resolve the matter as soon as possible. The exercise involves both parties assessing their priorities and engaging in trade-offs to maximize value for each other.
Learning Objectives
Learn MoreThis case study has been designed to enable students to understand the following: - Planning a strategy to approach an integrative negotiation on multiple issues - Designing a score sheet to quantify issues and priorities - Communicating effectively while negotiating - Expanding the pie to score trade-offs
Published: Nov 7, 2024₹399.00 -
Marketing Zensar Technologies: From Living Digital to Living AI
In 2016, Sandeep Kishore took the helm at Zensar, a mid-size Indian software and services company with global presence, as CEO. He spearheaded a transformative journey for the company as it shifted from a legacy IT firm to a key player in the digital transformation space. Recognizing the importance of digital capabilities in a competitive environment, Kishore initiated efforts to upskill employees, developing multiple digital platforms under the Return on Digital® initiative, focusing on new and exponential technologies. This strategy was rooted in Zensar's core value proposition: "Develop internally, then sell externally," which enabled the firm to enhance its internal capabilities to better meet client needs. As the market evolved, Zensar identified the emerging potential of artificial intelligence (AI) and initiated the Living AI project, aiming to establish itself among the leaders in the AI as a Service (AIaaS) space. This case situates Zensar at a critical juncture, reflecting on the successes achieved through the Living Digital initiative while exploring strategic decisions that led to the conception of Living AI. The central question is whether Zensar can effectively leverage its existing business model to pivot to a robust AI-driven future, addressing the complexities and opportunities in the fast-evolving technological landscape.
Learn MoreLearning Objectives
Understand the importance of the top leadership in building a product or service brand in business-to-business (B2B) markets. Appreciate the role of accounting for short- and long-term market trends for both external positioning and internal onboarding. Understand the importance of internal product adoption in promoting external positioning and brand authenticity. Understand the importance of the need for, and challenges associated with, frequent internal transformations to support external positioning. Evaluate the incremental versus radical changes in trends and product portfolios to determine the trade-off between market positioning and internal disruptions.
Published: Nov 1, 2024₹399.00
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