CasesNavneet Bhatnagar, Kavil Ramachandran, Andrea Calabro, Sougata Ray. "Merck, Darmstadt: Sustaining Legacy Beyond 350 Years", 2019Read Description >Close >Discipline: General Management
Industry: Chemicals,Advanced materials,Pharmaceuticals
Length: 30p
Subjects covered: Organizational values, Succession issues, Leadership, Stewardship, Corporate governance, Organizational management, Family businesses, Strategy
Publication Date: October 22, 2018
 
Description: 
This case is about the business, governance and leadership transformation of Merck - a 13th generation, family-owned, German multinational group operating in the pharmaceuticals, performance materials and life science industries. Established in 1668 as a pharmacy in Darmstadt, Germany, Merck ventured into the manufacturing of pharmaceuticals and specialty chemicals in 1827. Successfully overcoming several business and family challenges, it continued to grow. By 2017, Merck had a legacy of nearly 350 years of successful business operations, a presence in 66 countries and about 52,000 employees on its rolls. In 2017, Merck was led by Dr. Frank Stangenberg-Haverkamp (69), an 11th generation member who was the Chairman of the executive board and the family board of E. Merck KG (the group's holding company). With his 70th birthday approaching, Frank wanted to identify an able successor who could help him build the group for the next 100 years and take the Merck legacy forward.

Learning objective:
The case is intended to help the participants understand the essential building blocks of a long-lasting, multi-generational family business and specifically comprehend the role played by
(i) family values,
(ii) strategic vision, and
(iii) the owner family's adherence to their mission in transforming a family business into a long-lasting institution. This case is appropriate for MBA and Executive education programs, in courses like, Family Business Management, Governance and Strategy.

CasesS. Ramnarayan, Sunita Mehta. "Creating and Sustaining a Social Enterprise: The Vittala Story", 2019Read Description >Close >Discipline: Social Enterprise
Industry: Health care services
Length: 17p
Subjects covered: Organizational behavior, Organizational values, Innovation, Leadership, Social enterprise, Organizational culture, Family businesses, Social responsibility
Publication Date: October 1, 2018
 
Description: 
Vittala International Institute of Ophthalmology (Vittala), a not-for-profit orgnization was involved in providing free/highly subsidized eye care to the rural and the economically underprivileged population in the state of Karnataka, India. The case describes the challenges faced by the founder and his family in building the state-of-the-art institution and sustaining it through its difficult initial years. They had to build awareness of avoidable blindness, make eye care accessible and affordable, and develop the right networks and alliances, all within limited resources. Unlike certain eye care issues such as cataract, Vittala focused on retinal eye care problems that required periodic monitoring and treatment. Diagnosis required sophisticated and expensive equipment, which had to be made available in far-flung small towns and villages, and that posed difficulties. To address the challenges, the organization and its founders executed pioneering innovations in organizational arrangements and processes. The case closes with the dilemma facing Krishna, Director of Vittala, which was to examine how the social enterprise could enhance the revenue streams to increase Vittala's reach in providing eye to the economically disadvantaged citizens. He needs to consider issues like creating the right balance of paying and non-paying patients to ensure sustainable operations, consistent quality of care, keeping technology updated, and attracting and retaining medical staff with right skills and values. The case is significant as it highlights what is required to make healthcare accessible and affordable to the poor, and how policy measures can be executed at the ground level through appropriate organizing efforts. It describes how the founder inculcated a system of values to keep the family members together, thus contributing to the effectiveness and sustainability of the social enterprise.

Learning objective:
To understand the factors influencing the setting up of a not-for-profit enterprise in the health care sector and exposing the students to the realities of present system of health care in India; To explore the process and organizing innovations required to deliver affordable eye care to rural areas; To emphasize the importance of aligning multiple stakeholders to build effective and sustainable operations; To emphasize the importance of values in family run organizations to build togetherness.

CasesVikram Kuriyan, Soumithri Mamudipudi, Geetika Shah, Bitan Chakraborty. "Thomas Cook India: Potential Unleashed - A Journey to Value Creation", 2019Read Description >Close >Discipline: Finance
Industry: Finance
Length: 21p
Subjects covered: Finance, General Management, Strategy
Publication Date: October 24, 2018
 
Description: 
The case gives students an opportunity to analyze the ways in which the company's management uses Prem Watsa's value investment philosophy to guide its decisions, both in its core business and in its acquisitions. The case also gives students lessons the value investment philosophy offers to investors and managers of firms. The travel industry is beset by structural changes and new paradigms and owners have to respond to the changing environment.

Learning objective:
The changing fortunes of TCI are most apparent in the increase in its share price after making several acquisitions. The case gives students an opportunity to analyze the ways in which the company's management uses Prem Watsa's value investment philosophy to guide its decisions, both in its core business and in its acquisitions. The case also gives students an idea of how travel companies in India have had to adapt to new paradigms and what lessons the value investment philosophy offers.

CasesRuppal Walia Sharma, Mridula S. Mishra. "Greenco Enterprises India Pvt. Ltd.: Market Strategy for Frozen Snacks", 2019Read Description >Close >Discipline: Marketing,  Entrepreneurship,  International
Industry: Retail Trade
Length: 11p
Subjects covered: Marketing,  Entrepreneurship,  International
Publication Date: November 16, 2018
 
Description: 
In November 2016, the two co-founders of the Delhi-based Greenco Enterprises India Pvt. Ltd. were getting ready to launch a range of frozen snacks in the competitive Indian market. Their strategy was to penetrate the already established non-vegetarian frozen snacks market with fast-moving popular products and grow the vegetarian frozen snacks market with differentiated offerings. As the January 2017 launch date approached, they had to get their pricing and distribution strategy in place. For a new brand with a limited budget, securing shelf space was a challenge. The two founders wondered whether the company should focus all of its efforts on building a retail brand in the business-to-consumer segment, or whether it should consider institutional sales in the business-to-business space. How could the initial investment and running costs be balanced with the need to stay competitive in the market?

Learning objective:
This case is best suited to an undergraduate or graduate marketing management course to discuss different aspects of a strategy for launching a new brand. It can also be used in a management course to discuss pricing and distribution channels. Working through the case will give students the opportunity to
  • identify the issues involved in developing a strategy to launch a new brand;
  • determine various pricing strategies for entering a competitive market and recommend one that is most appropriate; and
  • discuss how to manage the distribution challenges faced by a new brand.


CasesShuchi Srinivasan, Akshay Milap, Pearl Malhotra, Harsh Dadhich, Ajay Kathuria. "Lemon Tree Hotels: Opening Doors for Everyone", 2019Read Description >Close >Discipline: General Management/Strategy, International
Industry: Other Services
Length: 18p
Subjects covered: sustainability, diversity, inclusion, strategy
Publication Date: November 28, 2018
 
Description: 
On January 1, 2017, the head of sustainability initiatives at Lemon Tree Hotels (Lemon Tree) in India reflected on the future of the company’s inclusion and diversity initiative. Since the inception of the initiative in 2007, Lemon Tree had become the largest employer of persons with disabilities in the Indian hospitality industry. In 2014, Lemon Tree had set itself an ambitious target of increasing the share of opportunity-deprived individuals, which included mainly persons with disabilities, to 45 per cent of its workforce by the end of financial year 2025.

To remain on course to achieve this goal, the head of sustainability initiatives needed to address key areas of concern in expanding the initiative beyond its current level. For example, where would the company source and recruit persons with disabilities, what costs would be involved, and what specific types of disability would the initiative need to open itself to? While expanding the initiative, how would Lemon Tree preserve its sustainability framework, which was based on the three pillars of the triple bottom line: profit, planet, and people? Should the company instead pursue deeper integration and more gradual growth, which would allow it to consolidate its learning thus far, but would require deeper analysis of training needs and delivery? The head of sustainability initiatives felt the need to discuss these options with the senior leadership team and plan the company’s approach to best operationally and culturally integrate persons with disabilities and other opportunity-deprived individuals into its workforce.

Learning objective:
This case is best suited for management students at the postgraduate level. We recommend using the case in a strategic management, human resource management, or entrepreneurship course. Depending on the course, the case can focus on sustainability and issues of corporate social responsibility, such as integrating sustainability initiatives into business strategy; human resource management, including the management of persons with disabilities; or entrepreneurship, including building organizations that focus on a triple bottom line. After reading and analyzing the case study, students should be able to do the following:
  • Evaluate whether a for-profit organization can profitably operate socially proactive initiatives as part of its business model.
  • Devise various strategies for shifting from tokenism to creating an inclusive workforce and systematically building organizational capabilities toward mainstreaming persons with disabilities.
  • Provide a reasonable course of action that balances factual, emotional, and ethical premises.
  • Understand the role and impact of the leader's vision in framing future strategies.

     


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