Cases. "Eggscellence: SKM Egg Products Export (India) Limited", 2018Read Description >Close >Discipline: Entrepreneurship, International, Marketing
Industry: Agriculture, Forestry, Fishing and Hunting
Length: 12p
Subjects covered:  global marketing strategy, Indian SME, small and medium enterprises, turn around, sustaining value
Publication Date: May 24, 2018
 
Description: 
SKM Egg Products Export (India) Limited (SKM) manufactured processed egg products, including egg powder and liquid egg, which it exported to advanced international markets. The company had gone through phases of turnaround, countering challenges and a severe debt overload. In 2016, it had overseas subsidiaries in Japan, the Netherlands, and Russia. The chief executive officer had promoted SKM’s use of technology, quality processes, and accreditations to move up the value chain. India was the third-largest egg producer in the world, and he saw India’s specific advantages of scale and a mature eco-system in egg production, collection, feed, and poultry as logical elements for selecting an export-led growth strategy. He was planning another turnaround to counter a 20 per cent revenue hit that his top line had suffered in 2016–17 because of the impact of the 2015 avian flu epidemic in the United States and the resulting drop in global egg-product consumption and prices. His mission was to make SKM a ₹7.5 billion company by 2022. What actions should the company take regarding genetically modified crops? How should it approach opportunities to import feed material ingredients, eggs, and egg products from other source countries? Should it consolidate its overseas operations and leverage the domestic market? If so, how?

Learning objective:
This case can be used in undergraduate or graduate courses on international marketing, international business, and emerging markets, particularly in units on emerging-market companies becoming globally competitive. After working through the case and assignment questions, students will be able to do the following:
  • Describe how an emerging-market company can succeed as a global player by leveraging its first-mover advantage as well as costs and other advantages of an emerging economy.
  • Explain the importance of including the development of sustainable capabilities in technology, quality processes, product development, and accreditation as part of a business model in relation to global competitiveness.
  • Describe the use of public–private partnerships in greenfield projects.
  • Describe how an emerging-market company can use strategic alliance as a global market entry strategy.
  • Outline the advantages of operating a business with concern for the environment and a triple bottom line.
  • Identify future opportunities and recommend suitable growth strategies for an emerging-market company such as SKM.

     


CasesNupur Pavan Bang, Kavil Ramachandran. "Dodla's Dilemma", 2018Read Description >Close >

Discipline: General Management
Length: 13p
Subjects covered: Succession issues, Stewardship, Corporate governance, Leadership & Managing people, Family businesses, Family-owned businesses
Publication Date: May 01, 2018
 
Description: 
D. Sunil Reddy established Dodla Dairy in 1995 in Nellore district of the southern Indian state of Andhra Pradesh. An industrial engineer from Mangalore University, Sunil set up Dodla as a greenfield company at the age of 27 with seed money provided by his father. He was inspired by his grandparents and father to help those in need grow and flourish and by Mahatma Gandhi's call to "reach out to rural India". The company had grown well over the years. In fiscal 2015-16, it achieved an annual turnover of over INR 11 billion and aimed to touch INR 25 billion in revenues by 2020. It had a workforce of more than 2,000 employees, procured about a million liters of milk per day from 250,000 milk producers, and processed and sold milk and milk products at 67 locations in nine states in India. In 2011, Private equity fund Proterra invested INR 1.1 billion in Dodla, bringing down the family's shareholding from 100% to 76.34% (it would later go down to 72.3%). Sunil knew that if the company had to move to the next orbit, both in terms of size (revenues, assets and market share) and professionalization, certain organizational changes would be necessary. He wondered what these changes would be and who would make them. How could he better prepare himself and the company for the future? How would the company move from being a family-owned enterprise to a professionally run, sustainable organization? Would one of his daughters join the organization, bringing freshness to the company while providing continuity in terms of family values? Would the company be run by an outsider? "Who after me?", thought Sunil. He often wondered whether the brand "Dodla" and the company he had founded would sustain beyond himself. While he continued his efforts to increase capacity, expand and capture more market share, he kept asking himself, "What next" and "How do I build a legacy?

Learning objective:

The case takes students through the journey of an entrepreneur who built a very successful company and has reached a stage in the company's growth and his own life where he is uncertain what future course to take. Students should be able to discuss the dilemmas faced by the founder, Sunil Dodla, and come up with options that are available to him to tackle them.



CasesNavneet Bhatnagar, Kavil Ramachandran. "Touchdown Footwear on a Slippery Slope", 2018Read Description >Close >

Discipline: General Management
Length: 11p
Subjects covered: Professionalism, Succession issues, Emerging markets, Stewardship, Corporate governance, Organizational management, Leadership & Managing people, Family businesses
Publication Date: May 10, 2018
 
Description: 
This case is based on the professionalization and governance challenges faced by Touchdown Footwear Limited (TFL), a mid-sized Indian footwear manufacturing family business. TFL was set up in 1965 in the southern Indian city of Mangalore by three brothers, Ramnath, Krishna and Ganesh Pai who had inherited their father's rubber trading business. Initially, TFL made flip-flops and catered to the local market. Over the years, it had expanded the product portfolio to include school shoes and other non-leather footwear. By 2016 TFL had a pan-India presence with some exports to African markets. In the early years, the three brothers managed all the functions of the business. When the next generation came of age and joined the firm in the 1970s and '80s, they took up various roles based largely on business exigencies. By 2016, TFL had a turnover of INR 16.19 billion but lacked professional management and a clear strategy. In the absence of an appropriate structure, systems and processes, decision-making was ad hoc. Inefficiencies and wastage were evident across the organization, and working capital was under severe strain. The firm suffered from a deficit of governance at both the family and business systems. The lack of clear policies and processes delayed many crucial decisions. Earlier attempts to professionalize the business had failed to achieve the desired results as family members lacked clear policies to follow and were unable to change their mindset. Furthermore, when the fourth generation began to enter the business, there were questions about their level of commitment and discipline. TFL required transitional change on multiple fronts to sustain the business but there was lack of clarity on the roadmap for the future.

Learning objective:

The case aims to help the participants recognize and effectively manage the challenges of professionalization and governance that a small family business faces during the process of growth and transition into a larger organization. This case serves as a tool for understanding and mapping the transition needed on three dimensions of - (1) Strategy, (2) Professionalization, and (3) Family Governance, as a family business crosses the initial threshold of growth in its life cycle.



CasesSubramaniam Ramnarayan, Sunita Mehta. "Implementing Fortis Operating System (A) & (B)", 2018Read Description >Close >Discipline: Organizational Behaviour/Leadership
Industry: Health Care Services
Length: 16p
Subjects covered: change management, organizational change, health care management, leadership
Publication Date: June 29, 2018
 
Description: 
This case series allows students to examine the dynamics of an organization-wide operating system change that was implemented over a decade from 2007 to 2017. The change was initially introduced at Fortis Healthcare Limited in a single hospital and later successfully scaled up to multiple locations. The system worked well for some years before it fell victim to gradual degeneration and defocus. At some stage in the journey of change, this degeneration and defocus was noticed, and a fresh effort was made to revive the change at different locations. Thus, the case series gives students the opportunity to examine the different stages of a change journey—the introduction of change; transferring it to multiple locations; sustaining change; possible .degeneration or defocus, leading to ritualization and loss of spirit; and the rejuvenation of change.

In Implementing Fortis Operating System (A), the president of strategy and organizational development at Fortis Healthcare Limited had to decide on a plan scale up change quickly and effectively.

Supplements:   9B18C019 (11 pages)

Learning objective:
This case can be used in courses on leadership, change management, and health care management at the post-graduate level. It is also suitable for executive education classes. Working through the (A) case allows students to
  • examine the nuances of a change implemented in a single hospital and of building a provision to scale up the change to multiple locations;
  • understand the various contributors to the success of a change effort, including the role of consultants;
  • understand how to apply Kotter’s 8-Step change model for initiating and implementing change; and
  • understand the factors that affect the scaling up of a change.


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.

     


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