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
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.
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.