Upcoming casesRajesh Chakrabarti, Digvijay Singh Sujlana. "SREI Sahaj e-Village", 2015Read Description >Close >

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 provided 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. It therefore:

  • Offered connectivity and an opportunity for digital information services, the first organization to do this

  • Had a network backed by the physical presence of 24,000 plus (28,000 + mandated) franchisees or Village-level Entrepreneurs (VLEs)

  • Employed over a 1,000 people who focused on e-Villages

  • Had a reach of 280 million rural customers in 107 districts, 1,388 blocks and 36,155 gram panchayats



Upcoming casesLyndon, Shi ; Venkatesh. "Attrition: The Achilles’ Heel of Manpower Mobilization at Silver Spark Apparel Ltd. (A Raymond Group Company)"Read Description >Close >In a business interwoven by the threads of individuals, a consistent erosion of manpower can be one of the biggest enemies of growth. This simple truth lies at the core of this case.

Silver Spark Apparel Ltd. (SSAL) was a wholly owned subsidiary of Raymond Ltd. Established in the year 2004, with state-of-the-art manufacturing facilities; SSAL was located near Bangalore, a major metro in India. The plant had high-calibre expertise in the manufacturing of jackets, which ranked at par with top-of-the-line jackets from Italy or Japan.

However, SSAL was facing major challenges regarding attraction and retention of its manpower at the operator level.

In order to combat high attrition, the Head-HR of SSAL initiated and drove various employee engagement initiatives like pre-employment induction, reward and recognition programmes, celebrations, communication programme, grievance handling, various facilities (crèche, dormitory, intra plant banking support), so on and so forth. These initiatives helped SSAL to reach 4th Place in Manufacturing and Production among “India’s Best Companies to Work For 2014”. Nevertheless, the flow of the attrition problem refused to be stemmed; the data for the first quarter of 2015 was alarming.

The case endeavours to discuss the single most important dilemma SSAL faces – regarding the strategy to be adopted to fight attrition.


Upcoming casesChaitanya, Krishna; L Gurunathan. "Developing Organizational Structures for Emerging Channels of Distribution"Read Description >Close >The case is set in 2011, when the Indian conglomerate ITC Limited was challenged with developing a sales organization structure for its emerging fast moving consumer goods (FMCG) business. The case begins with an overview of the organization, its origins and the industry.

Historically, ITC marketed and sold its primary product, cigarettes, to paan shops (small street corner stores that were known as the go-to place for cigarettes, although they sold other items such as candy and toiletries as well). But with ITC’s entry into other FMCG segments, it was faced with formidable competitors who used very different organizational structures. The case ends with a decision making situation where ITC has to determine whether and how it should organize its sales and distribution force to compete and grow in the FMCG market. For example, ITC may organize its sales and distribution force along channels of distribution or it may organize it sales and distribution force along various product categories so that any sales force that manages a particular product category would cater to all the channels of distribution. ITC can also organize its sales and distribution force into two levels: the first based on products, and within it, a second with a dedicated force for each channel of distribution. Finally, ITC may opt to have a sales and distribution force that is simply organized by geography, where the sales force handles all the products and channels of distribution in a particular geographical area.


Upcoming casesBondia, Ripsy; Dash, Ashutosh. "Price or Relationship: SECURENOW'S Dilemma"Read Description >Close >This case is about SecureNow, a firm which set-up the first online B2B insurance marketplace in India.  The firm was set up in 2011. It achieved its first cash operational breakeven on a month to month basis within 18 months of its operations. It consistently helped its clients reduce their insurance cost by 20%. By the end of 2013, the firm was getting business through various channels like Online, Partnerships, Inbound and Outbound. Kapil Mehta, founder of SecureNow, could see potential for high future growth and needed funds to scale up the business. Although the Series-A investors expressed interest in SecureNow, but only at a larger scale. His meeting with angel investors reinforced the importance of ‘relationship’ element while getting an investor on board. In April 2014, one of Mehta’s classmates, whom he met at a recent alumni meet, expressed interest to invest in SecureNow at a valuation of Rs. 57 million. This was much lower than Mehta’s expected valuation of Rs. 500 million. Mehta wondered how he and his classmate, who fulfilled ‘relationship’ element of an investor, arrived at such varied valuations. His mind was debating with itself on should he accept funds at such low valuation, or should he put in additional capital to fund the expansion or should he just postpone the expansion plans.