CasesKuriyan, Vikram; Ved, Unnati; Shah, Geetika. "Azim Premji Trust: The Endowment Model in An Emerging Market", 2018Read Description >Close >Discipline: Finance
Industry: Asset management
Length: 27p
Subjects covered: Asset management; Investment management; Philanthropies; Portfolio management; Trusts
Publication Date: December 28, 2017
 
Description: 
The Azim Premji Trust, among the largest philanthropic trusts in India, had its origins in 2001, when Azim Premji transferred Wipro shares worth US$ 125 million to the trust. As of March 31, 2017, the trust had a corpus fund of US$ 9 billion. The trust's goal was to support Premji's philanthropic pursuits through two organizations -- the Azim Premji Foundation and Azim Premji Philanthropic Initiatives. Both beneficiaries had distinct, ambitious philanthropic objectives that required large, ongoing funding. The trust's Chief Endowment Officer, K. R. Lakshminarayana, had been given the responsibility of planning the future of one of India's first endowments. The endowment was tasked with maximizing total return over a long horizon. Therefore, the trust had deliberately been created as a taxable entity to allow it the freedom to make large investments in equities and alternatives. The case describes the challenges Lakshminarayana, widely known as Lan, faced in arriving at a strategic asset allocation model in an emerging market with limited investment talent and investment firms and constraints on the trust's ability to invest outside India.

Learning objective:
  1. Identify and describe an exhaustive list of investment philosophies and investment opportunities available to the Azim Premji Trust.
  2. Identify and describe any changes in the ways through which the Azim Premji Trust invests as institutions and investment opportunities improve in India.


CasesPiyush Kumar; Sonia Mehrotra; Geetika Shah. "Be Well Hospitals - Branding A Mid-Tier Service in A Two-Tier Market", 2018Read Description >Close >Discipline: Service Management
Industry: Hospitals
Length: 14p
Subjects covered: Brand positioning; Branding; Marketing; Service management
Publication Date: July 11, 2017
 
Description: 
Be Well Hospitals - a multi-specialty secondary healthcare chain of hospitals is set up in the suburbs, industrial towns and district headquarters of the South Indian state of Tamil Nadu. The hospital chain co-founded by Dr. C.J.Vetrievel in 2011, fulfills the need of quality healthcare services in secondary healthcare market segment. They provide access to high-quality primary and secondary healthcare services at affordable price to the semi-urban and rural population through their chain of multi-specialty hospitals. In the four and half years, since its founding, Be Well has set up eight hospitals with a combined capacity of more than 280 beds and has treated close to 500,000 patients. The case describes Be Well's operations and the marketing initiatives it deployed to increase the adoption of its service concept in a two -tiered market. it provides information about the content of Be Well's past advertising communications and the media choices it made to build its brand. The management is grappling with the dilemma of brand building and educating potential customers about the high quality of care available at Be Well in a format that had a smaller footprint than its big city rivals. A complicating factor is creating a three-tier market with the limited resources in a setting where the customers are used to a two-tier service structure. They face a resource allocation challenge with regard to the mix of media-based and non-media based communication platforms. The management needs to decided on the choice of service attributes or dimensions around which the Be Well brand to be built and whether to focus on local branding of each hospital or develop a unified and common brand across all its facilities in the state.

Learning objective:
Understanding consumer's decision process to choose between private versus public healthcare institutions and among primary, secondary and tertiary institutions; Challenge of building a pioneering brand by a private enterprise in the secondary healthcare category;Choosing the appropriate marketing mix and operational instruments to be build the category and position the brand; Challenges of sustaining a pioneering brand over the long run in the face of the competition from tertiary care centers.

Cases. "Clubb International: Revisiting the Marketing Strategy", 2018Read Description >Close >Discipline: Marketing,  Entrepreneurship
Industry: Retail Trade
Length: 15p
Subjects covered: marketing strategy, product innovation, family business
Publication Date: February 05, 2018
 
Description: 
Clubb International Private Limited (Clubb) was a 26-year-old travel goods and accessories firm based in Kolkata, India. The owner believed in a complete ownership model. The firm had come a long way since its beginning and now had close to 200 product offerings. In March 2017, the owner’s son (the second-generation director of Clubb) felt it was time to scale up the business and acquire a leadership position in the market. Clubb had at its core a legacy of innovation, quality, and a bootstrapping philosophy, but it might not be conducive to the new strategic vision. For the road ahead, the company needed a professional and streamlined product and retail strategy. Could the desired scale of operations be achieved with the complete ownership model and mantra of no advertising?

Learning objective:
The case can be taught as part of a foundation course in marketing in a postgraduate management program or used to illustrate strategy formulation in a second-year strategic marketing course. Discussion of the case gives students the opportunity to do the following:
  1. Understand how an entrepreneur translates his vision into his firm's business philosophy.
  2. Understand how macro environmental factors and a competitive landscape determine the context that strongly affects a company's business strategy.
  3. Comprehend how a firm's overall strategy is translated into its marketing strategy.
  4. Carry out a financial analysis to evaluate the company's business performance.
  5. Work toward conceptualizing a marketing plan for achieving the firm's future goals.
     


CasesNupur Pavan Bang, Khemchand H. Sakaldeepi, Ramabhadran S. Thirumalai. "The Bombay Stock Exchange: Liquidity Enhancement Incentive Programmes", 2017Read Description >Close >Issues: liquidity, payment for order, exchanges, market microstructure, stocks
Disciplines:  Finance, International
Industries: Finance and Insurance
Setting: India, Large, 2013
Length: 16 pages (7 pages of text)
Intended Audience: MBA/Postgraduate
Publication Date: December 13, 2016

Abstract:
In 2013, the chief business officer at the Bombay Stock Exchange needed to prepare a recommendation on whether to pursue liquidity enhancement schemes in the equity cash market. The Bombay Stock Exchange, the oldest stock exchange in Asia, had held a monopoly in India until 1994, when the National Stock Exchange was launched. When derivatives were introduced to the Indian stock exchanges in 2000, the Bombay Stock Exchange had been unprepared, and the National Stock Exchange soon captured the entire derivatives market. In 2011, the Securities and Exchange Board of India approved the introduction of the Liquidity Enhancement Incentive Programmes on illiquid securities in the derivatives segment. The Bombay Stock Exchange then introduced the incentives for various illiquid products in the derivatives segment, but lost profit as a result of the incentives it paid out. Had the Liquidity Enhancement Incentive Programmes improved liquidity in the derivatives segment? Was it worth sacrificing profit to gain liquidity and market share? The chief business officer needed to address the long-term benefits of liquidity enhancement schemes and the merits of introducing such schemes to the Bombay Stock Exchange’s equity cash market.

Learning Objective:
This case is appropriate for an undergraduate or graduate course on security markets, with a specific focus on market liquidity and market structure. It may also be used in an undergraduate or graduate course on competitive strategy to illustrate how incentives can change competition, especially across two almost identical products: the National Stock Exchange’s Nifty Index and the Bombay Stock Exchange’s 100 Index. This case provides an alternative scenario to order-driven markets, whereby a stock exchange is able to significantly improve liquidity by incentivizing traders to participate in its derivatives market. The case can also be used to revisit the basic terminologies in derivatives and the unique features of the Indian stock market. After completion of the case, students will be able to
  • debate the importance of liquidity and how stock exchanges compete for liquidity;
  • compare the purchase order concept prevalent in the United States with the liquidity incentives schemes introduced in India;
  • analyze how liquidity incentive schemes can be used for the benefit of the entire securities market; and
  • understand the basic terminology of derivatives and the unique features of Indian stock markets.

     


CasesGhoshal, Tanuka ; Shah, Geetika ; Pereira, Arun . "Reinventing Officer's Choice Whisky: Spoiled for Choice", 2017Read Description >Close >Discipline: Marketing
Industry: Alcoholic beverages
Length: 14 pages
Subjects covered: Advertising; Advertising campaigns; Brand management; Branding; Market positioning; Market research; Marketing; Marketing communications
Publication Date: December 20, 2016

Description: 
This case is designed to highlight the vital role of promotion, the fourth "P" of the marketing mix, in a brand reinvention exercise. Using the context of the brand reinvention journey of Officer's Choice Whisky (OCW), the case highlights the importance and need for syncing brand objectives and communication objectives so as to build brand relevance in a competitive environment, increase revenue and enhance customer loyalty. The case also highlights the importance of systematic market research in identifying brand weaknesses and providing direction for effective marketing communications.Ahmed Rahimtoola, Head of Marketing at Allied Blenders and Distillers (ABD), was leading the process of conducting an extensive brand reinvention exercise for Officer's Choice. Market research had established the need for brand reinvention, indicating that Officer's Choice had to overcome the challenges of low brand salience, lack of emotional connect with customers, and outdated brand communication. Accordingly, the best advertising agencies in India were invited to come up with creatives that would answer the following question: How should Officer's Choice reposition and repackage itself and reconnect with consumers? ABD had the tough task of choosing the creative that held the magic recipe that would strategically weave brand objectives and communication objectives to yield optimal benefits. In discussing the firm's creative options, the case brings to light the crucial aspects of a brand reinvention process, the role of communication objectives in brand reinvention, and the mechanics of a successful marriage of marketing communication and brand strategy objectives.

Learning objective: 
  1. To illustrate the challenges of brand reinvention and the opportunities provided by marketing communications.
  2. To understand how branding and positioning strategy should stem from consumer behavior insights gathered from market research.
  3. To demonstrate that the selection of ad creatives can be facilitated by using systematic criteria that take into consideration the strategy of the firm, key brand objectives and communication objectives.

     


CasesChakrabarti, Rajesh;  Sujlana, Digvijay Singh . "SREI Sahaj E-Village (A)", 2017Read Description >Close >Discipline: Service Management
Length: 22 pages
Subjects covered: Business model innovation; Service management
Publication Date: December 22, 2016

Description: 
Sahaj e-Village Limited, an initiative of SREI Infrastructure Finance Ltd, hoped to answer the need of the Indian government's National e-Governance Plan (NeGP) to set up 100,000 Common Service Centres (CSCs) across rural India in 2006. This figure was subsequently revised to 250,000 CSCs in 2009. Sahaj aimed to bridge the digital divide between urban and rural India and set up one of the largest brick and mortar --and human --networks in rural India. With close to 27,000 IT-backed centers in villages with a population of less than 10,000 and 50 critical services in the domains of microinsurance, education, utility and government-to-citizen (G2C) services to over 300,000,000 rural people, Sahaj e-Village was literally taking urban services to the remotest nooks of rural India. Sahaj CSCs would provide rural consumers with direct access to modern, state-of-the-art technological facilities and computer education, thus dovetailing with its long-term plans of providing Internet connectivity across rural India. Case A, set in July 2010, presents the tough challenge that the top management at Sahaj e-Village Ltd had on its hands. It was serving a virtually untouched rural market through a greenfield project with a jittery workforce in place and was justifiably concerned about the viability and sustainability of the business.

Learning objective: 
The case introduces the reader to the fiduciary concerns of social enterprises and the restrictions faced by government-led enterprises when they plan to scale up of their organizations. Students are led to analyze organized and unorganized employment opportunities and challenges. The case lets students analyze and understand the:
  1. Dynamics of the social networking market
  2. e-Village business model and
  3. Importance of an appropriate business model in the rural social entrepreneurship space.


CasesChakrabarti, Rajesh;  Sujlana, Digvijay Singh . "SREI Sahaj E-Village (A)", 2017Read Description >Close >Discipline: Service Management
Length: 22 pages
Subjects covered: Business model innovation; Service management
Publication Date: December 22, 2016

Description: 
Sahaj e-Village Limited, an initiative of SREI Infrastructure Finance Ltd, hoped to answer the need of the Indian government's National e-Governance Plan (NeGP) to set up 100,000 Common Service Centres (CSCs) across rural India in 2006. This figure was subsequently revised to 250,000 CSCs in 2009. Sahaj aimed to bridge the digital divide between urban and rural India and set up one of the largest brick and mortar --and human --networks in rural India. With close to 27,000 IT-backed centers in villages with a population of less than 10,000 and 50 critical services in the domains of microinsurance, education, utility and government-to-citizen (G2C) services to over 300,000,000 rural people, Sahaj e-Village was literally taking urban services to the remotest nooks of rural India. Sahaj CSCs would provide rural consumers with direct access to modern, state-of-the-art technological facilities and computer education, thus dovetailing with its long-term plans of providing Internet connectivity across rural India. Case A, set in July 2010, presents the tough challenge that the top management at Sahaj e-Village Ltd had on its hands. It was serving a virtually untouched rural market through a greenfield project with a jittery workforce in place and was justifiably concerned about the viability and sustainability of the business.

Learning objective: 
The case introduces the reader to the fiduciary concerns of social enterprises and the restrictions faced by government-led enterprises when they plan to scale up of their organizations. Students are led to analyze organized and unorganized employment opportunities and challenges. The case lets students analyze and understand the:
  1. Dynamics of the social networking market
  2. e-Village business model and
  3. Importance of an appropriate business model in the rural social entrepreneurship space.


CasesChakrabarti, Rajesh;  Sujlana, Digvijay Singh . "SREI Sahaj E-Village (B)", 2017Read Description >Close >Discipline: Service Management
Length: 14 pages
Subjects covered: Business model innovation; Service management
Publication Date: December 22, 2016

Description: 
Sahaj e-Village Limited, an initiative of SREI Infrastructure Finance Ltd, hoped to answer the need of the Indian government's National e-Governance Plan (NeGP) to set up 100,000 Common Service Centres (CSCs) across rural India in 2006. This figure was subsequently revised to 250,000 CSCs in 2009. Sahaj aimed to bridge the digital divide between urban and rural India and set up one of the largest brick and mortar --and human --networks in rural India. With close to 27,000 IT-backed centers in villages with a population of less than 10,000 and 50 critical services in the domains of microinsurance, education, utility and government-to-citizen (G2C) services to over 300,000,000 rural people, Sahaj e-Village was literally taking urban services to the remotest nooks of rural India. Sahaj CSCs would provide rural consumers with direct access to modern, state-of-the-art technological facilities and computer education, thus dovetailing with its long-term plans of providing Internet connectivity across rural India. Case B moves ahead from the challenge described in Case A and outlines Sahaj's transformation process. Starting August 2010, Sahaj guided its troops through an ideological transformation that would take the organization from being primarily a government service provider to an enterprising business entity capable of fending for itself. In order to achieve this goal, Sahaj took the important first step of understanding the intricacies and dynamics of the relationships among the various stakeholders involved in the project. This, in a sense, proved to be a breakthrough in the organization's transformation process.

Learning objective: 
The case introduces the reader to the fiduciary concerns of social enterprises and the restrictions faced by government-led enterprises when they plan to scale up of their organizations. Students are led to analyze organized and unorganized employment opportunities and challenges. The case lets students analyze and understand the:
  1. Dynamics of the social networking market
  2. e-Village business model and
  3. Importance of an appropriate business model in the rural social entrepreneurship space.


CasesSingh, Davinder;  Sahu, Anuj . "Forbes Technosys Limited (B): Bill Payment Kiosk Business", 2017Read Description >Close >Issues: business model, mobile, billing
Disciplines:  General Management/Strategy
Industries: Other Services
Setting: India, Medium, 2010
Length: 6 pages (4 pages of text)
Intended Audience: MBA/Postgraduate
Publication Date: December 19, 2016

Abstract:
In May 2010, Forbes Technosys Limited (FTL) was not doing well. After more than a year, the company’s bill payment kiosk business was losing money and no longer seemed viable. The time had come to re-evaluate all aspects of this business line and make decisions regarding FTL’s future course of action. Accordingly, FTL’s chief executive officer proposed an idea regarding prepaid mobile recharges using the existing bill payment kiosks, along with a new technology platform for this purpose. He hoped that handheld terminals could be used by retail-level franchisees to sell recharges to prepaid mobile users. Essentially, FTL had three options: should the company persist with or pivot the service provider business model, or “perish” the complete solution provider idea entirely and revert to being a product manufacturer? Whichever strategy FTL chose, it would have to limit and balance both operating and capital expenses. Use with 9B16M221

Learning Objective:
This case can be used during a course on strategic innovation management, which is usually scheduled in the second half of an MBA/postgraduate program or executive MBA program. It can be used to teach students about the following concepts:
  • Making strategic choices about business models, especially the choice between being a service provider and a product manufacturer while pursuing innovation.
  • Making decisions as to whether to persist, pivot, or perish in a particular business model while pursuing new business opportunities.




CasesSingh, Davinder;  Sahu, Anuj . "Forbes Technosys Limited (A): Bill Payment Kiosk Business", 2017Read Description >Close >Issues: business model, mobile, billing
Disciplines:  General Management/Strategy
Industries: Other Services
Setting: India, Medium, 2010
Length: 9 pages (7 pages of text)
Intended Audience: MBA/Postgraduate
Publication Date: December 19, 2016

Abstract:
In May 2010, Forbes Technosys Limited (FTL) was not doing well. After more than a year, the company’s bill payment kiosk business was losing money and no longer seemed viable. The time had come to re-evaluate all aspects of this business line and make decisions regarding FTL’s future course of action. Accordingly, FTL’s chief executive officer proposed an idea regarding prepaid mobile recharges using the existing bill payment kiosks, along with a new technology platform for this purpose. He hoped that handheld terminals could be used by retail-level franchisees to sell recharges to prepaid mobile users. Essentially, FTL had three options: should the company persist with or pivot the service provider business model, or “perish” the complete solution provider idea entirely and revert to being a product manufacturer? Whichever strategy FTL chose, it would have to limit and balance both operating and capital expenses.

Learning Objective:
This case can be used during a course on strategic innovation management, which is usually scheduled in the second half of an MBA/postgraduate program or executive MBA program. It can be used to teach students about the following concepts:
  • Making strategic choices about business models, especially the choice between being a service provider and a product manufacturer while pursuing innovation
  • Making decisions as to whether to persist, pivot, or perish in a particular business model while pursuing new business opportunities


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