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Items 1-10 of 224
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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 -
Strategy Imbue Natural: Making Intimate Hygiene Socially Relevant
The case, set in December 2020, narrates the journey of Imbue Natural, a start-up that produces feminine intimate hygiene products. It was a digital-first brand and had made some inroads among middle- and upper-middle-class urban women consumers. The company's founders were contemplating market entry into the lower-income segments in urban and rural areas. However, being a small player, Imbue could not afford the awareness and distribution campaigns required to break into this segment. Therefore, it made sense for it to focus on the urban markets, improve the top line, and generate a surplus. The surplus could subsequently be used to expand its footprint in rural markets. Expanding in both urban and rural market segments was an expensive proposition. It did not have first-hand experience in dealing with rural markets or the urban Base of the Pyramid (BoP) segment. Can the company penetrate the urban BoP segments and, if it proves successful there, replicate these efforts to enter rural India gradually? The dilemma was whether Imbue should focus on one market (and if so, which market) or multiple markets simultaneously?
Learn MoreLearning Objectives
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Learn about the marketing challenges that arise when promoting socially and cultured products such as feminine intimate hygiene products.
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Identify opportunities at the BoP, and design strategies to create value for the poor.
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Learn and apply the concepts of the blue ocean
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Use the BoP Impact Assessment Framework.
Published: Feb 28, 2025₹399.00 -
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General Management Using Analytics to optimize Conference Scheduling at Global Business School
The case highlights the decision-making dilemma faced by students at Global Business School (GBS) in Mumbai, India when planning the Annual Leadership Conclave, one of the most significant events held at GBS. About 45 days before the scheduled date, the OC brainstormed the session schedule. Feedback from the attendees had revealed dissatisfaction with last year's schedule, with many complaining that they had been unable to attend their most preferred sessions. Determined to improve the participants' experience this year, the OC had circulated a survey among the GBS student community, seeking information from prospective attendees about their preferred sessions. The OC planned to factor in these preferences while making the scheduling decisions. An initial approach was to pair more popular sessions with less popular ones, where the popularity of a session was determined by its average rating across the survey respondents. However, it was unclear whether this intuitive approach would yield the optimal schedule, one that maximized the overall satisfaction levels of the participants. Moreover, the OC had to ensure that the venue did justice to the speaker and the audience. How could the OC apply an analytical approach to the conclave scheduling problem?
Learning Objectives
Learn MoreThis case has been designed to enable students to:
- Develop analytical modeling skills by building an analytical model to support decision-making.
- Identify the assumptions and recognize the limitations of the analytic model.
- Understand the value of adopting an analytical approach to business decision-making.
Published: Mar 14, 2025₹399.00 -
Operations Management The Hyderabad Metro from Idea to Execution: The World's Largest Metro Rail Project under a Public Private Partnership
The Hyderabad Metro Rail project, executed through a complex PPP model, presented unique challenges. Reddy and his team encountered significant obstacles, including resource constraints, a volatile political climate, and the intricate task of aligning various stakeholders. Through innovative financial models, advanced engineering solutions, and strategic stakeholder management, the team successfully navigated these hurdles and completed the first phase of the project. This case provides valuable insights into managing large-scale infrastructure projects through a PPP framework. How did Reddy and his team balance the interests of diverse stakeholders? What lessons can project managers draw from this experience to effectively handle the complexities inherent in massive, multifaceted projects such as the Hyderabad metro?
Learning Objectives
Learn More- Navigating the challenges and complexities of managing large-scale infrastructure projects in urban environments.
- The importance of stakeholder management in the successful execution of large-scale projects.
- The complex nature of PPP projects and their sheer scale.
- The temporal challenges of such a large project, including integrating overcoming obstacles
- Managing nonlinearity in project planning investments to project plans, and drawing up contingency plans.
- Executing a vision and strategy in project management
Published: Feb 20, 2025₹399.00 -
Strategy BigBasket and Quick Commerce: The Basket is big, but can it get Quicker?
BigBasket, an online grocery platform launched in 2011, established itself as a leader in India's fast-growing e-commerce market, capturing a 37% share of the online grocery segment by 2021. With a robust supply chain, diverse product assortment, and a scheduled delivery model, the company catered to evolving consumer needs, further buoyed by the pandemic-led digital acceleration. In May 2021, Tata Digital, a subsidiary of the Tata Group, acquired a majority stake in BigBasket, integrating the company into Tata's vision for a comprehensive digital consumer ecosystem. However, the competitive landscape was shifting rapidly. Emerging Quick-commerce players like Swiggy Instamart, Blinkit, and Zepto disrupted the market with a promise of ultra-fast delivery-targeting impulse and top-up purchases, an emerging segment of consumer demand. With a neighborhood dark store led delivery model, the new players were delivering a superior customer experience compared to BigBasket's scheduled delivery model. This raised critical questions for BigBasket's leadership: Should the company enter the Quick-commerce space? If so, should it build capabilities in-house or acquire an existing player? How could BigBasket leverage its established strengths while developing new competencies for this high-speed model? Most importantly, was it possible to make Quick Commerce a sustainable and profitable business in India's price-sensitive market? This case presents BigBasket's strategic dilemma as it navigates the challenges of maintaining its leadership position while addressing the disruptive potential of Quick commerce.
Learn MoreLearning Objectives
This case helps students explore strategic decision-making in dynamic and competitive markets. Through BigBasket's dilemma, they analyze how organizations can evaluate new business models and navigate challenges such as the build-vs-buy decision, aligning emerging opportunities with existing capabilities. The case also delves into the nuances of consumer behavior, contrasting value-driven and convenience-driven segments and their implications for operating models. Additionally, it examines supply chain and operational optimization, offering insights into designing scalable and profitable strategies in e-commerce.
Published: Jan 20, 2025₹399.00
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