Case, Simulation & Pedagogy

The ISB has constantly endeavoured to facilitate teaching excellence and upgrade pedagogy by bringing real-world knowledge into the classroom. One of the important ways it achieves this is through the development of business cases and simulations that enrich understanding of real-life management challenges at every level. In this pursuit, we have partnered with the Richard Ivey School of Business, University of Western Ontario (Ivey), Canada to develop and promote high-quality case studies specific to India and the emerging markets with the support of ISB faculty as well as faculty from other leading B-schools worldwide.

CasesKuriyan, Vikram; Ved, Unnati; Shah, Geetika. "Azim Premji Trust: The Endowment Model in An Emerging Market", 2018Centre for Learning and Management PracticeRead 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.


CasesNupur Pavan, Bang; Ramachandran, Kavil. "The Unfinished Agenda: Dr. Reddy's Laboratories Ltd", Harvard Business Publishing, 2018Thomas Schmidheiny Centre for Family EnterpriseRead Description >Close >Discipline: Entrepreneurship
Industry: Pharmaceuticals
Length: 16p
Subjects covered: Corporate governance; Entrepreneurship; Family businesses; Family-owned businesses; Generational issues; Leadership; Leadership & Managing people; Stewardship; Succession issues
Publication Date: December 5, 2017
 
Description: 
Dr. K. Anji Reddy founded Dr. Reddy's Laboratories Ltd (DRL) in 1984. Since then, the company had grown to become one of the largest pharmaceutical companies in India. The company professionalized early on, and over the years, the family members defined and refined their roles for the efficient running of the company. Dr. Reddy passed away on March 15, 2013. His son-in-law, G. V. Prasad, had been with DRL for more than 25 years by then. Prasad acknowledged that a lot needed to be done to fulfill Dr. Reddy's dreams. He had been contemplating his own future role in the company and the need for a smooth succession. But who would succeed him? What would be the qualities of the person who would succeed Prasad, a passionate member of the founding family of DRL? Would a non-family CEO be a suitable replacement?

Learning objective:
The case takes the audience through the journey of an entrepreneur-driven company that transforms itself into a professionally run multinational company and the involvement of the next generation of the family members in the business. A few specific teaching objectives are to understand how family-controlled entrepreneurial ventures are transformed into professionally managed, well-governed organizations and understand the challenges of building the foundations of a lasting organization.

Cases. "Clubb International: Revisiting the Marketing Strategy", 2018Centre for Learning and Management PracticeRead 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.
     


CasesPiyush Kumar; Sonia Mehrotra; Geetika Shah. "Be Well Hospitals - Branding A Mid-Tier Service in A Two-Tier Market", 2018Centre for Learning and Management PracticeRead 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.

CasesRamachandran, Kavil.,Bhatnagar, Navneet. "Aurobindo Pharma Gearing Up for the Future", SAGE PUBLISHING, 2018Thomas Schmidheiny Centre for Family Enterprise
CasesSivakumar Alur; Durgaprasad M; Sulagna Mukherjee; U Srinivasa Rangan. "Mysore Ghee Stores: Expansion Strategy for Clarified Butter Business", 2018Centre for Learning and Management PracticeRead Description >Close >

Discipline: Strategy
Industry: Agribusiness
Length: 17p
Subjects covered: Brand positioning; Expansion; Five forces; Strategic positioning; Strategy
Publication Date: March 01, 2018
 
Description: 
Mysore Ghee Store (MGS) produced and marketed ghee (clarified butter) in the city of Hyderabad in India. Most of its ghee sales were B2B to businesses like restaurants and sweetmeat makers that used it for food preparation. Decreasing B2B market margins and increased packed ghee sales to end users through the retail market prompted Satish Kumar, MGS's current owner, to enter the B2C market. He tied up with More (pronounced `moray'), a national retail chain for supplying packed ghee in October 2013. MGS's packed ghee was also made available across multiple retail channels ranging from independent mom and pop stores to regional/local chains' retail outlets and e-retailers. Packed MGS ghee sales through the various retail channels were somewhat encouraging. In April 2016, MGS was looking at two sets of issues. The first was how to proceed with the brand building driven marketing communication effort. The second was to rethink the strategic options in front of MGS and assess the need for and viability of a new strategic direction for the company.

Learning objective:

This case can be used in undergraduate, graduate, and executive education programs. It is best suited for a strategy or an entrepreneurship course in addition to integrated marketing communication course. Executive education programs on marketing aimed at marketing executives in the fast moving consumer goods companies could be another place for the use of this case. Porter's 5 forces model, strategy execution and positioning can be effectively discussed in this case.



CasesVaidyanathan Krishnamurthy; Catherine Xavier. "Air India: Maharaja in Debt Trap", 2018Centre for Learning and Management PracticeRead Description >Close >

Discipline: Finance
Industry: Airlines
Length: 17p
Subjects covered: Debt management; Debts; Financing; Long term financing; Restructuring; Turnaround strategies; Turnarounds
Publication Date: Feb 01, 2018
 
Description: 
In the year 2016, after more than a decade of loss-making, Air India posted an operating profit of INR 1.05 billion. Over the years, Air India's greatest problem has been its crippling debt. At the end of fiscal 2014-15, the airline had a total debt of INR 513.67 billion. While the airline managed to phase out more than INR 50 billion of debt from its books during the year 2015-16, its total debt still stood at INR 460 billion. In order to facilitate the revival of Air India, Ashwani Lohani, known as the "turnaround man", was appointed Chairman and Managing Director of Air India. As Lohani piloted Air India towards revival, efforts were being made to convert INR 100 billion of Air India's debt into equity, a move that would substantially reduce its interest burden and give banks a major say in its functioning. Lohani was in talks with banks and investors who could play a critical role in Air India's debt restructuring. Lohani mulled over the various options related to debt restructuring. It remained to be seen whether Lohani's image as the "turnaround man" coupled with Air India's operating profits would increase investor confidence and help Air India deal with its debt burden. While Air India's modest operating profit was good news, it remained to be seen if it could provide relief to the sick airline's actual financials. It also remained to be seen whether Lohani's attempts at improving employee relations with the organization and the operational changes he was introducing to Air India could help turn the tide for the ailing airline. As of July, 2017, two questions remained: Had Air India really turned the corner under Lohani's leadership? Could Air India's short-term progress help it to overcome the huge debt that had become the "elephant in the room"?

Learning objective:

  1. Analyze various debt restructuring methods and their effects on corporate control and management.
  2. Analyze and evaluate the effect of corporate restructuring on equity and debt.
  3. Gain a nuanced understanding of turnaround management during debt restructuring.
  4. Illustrate and analyze strategic issues faced by managers and investors during debt restructuring. The case is suitable for MBA and Executive MBA students.

 



Cases. "Eggscellence: SKM Egg Products Export (India) Limited", 2018Centre for Learning and Management PracticeRead 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.

     


CasesDevalkar, Sripad K., Deo, Sarang., Vaidya, Akshay.,Gokhale, Meghana. "ATMYDOORSTEPS.COM: BREAKING GROUND IN THE ONLINE GROCERY MARKET IN INDIA", ISB Case Collection distributed through HBS Publishing, Forthcoming
CasesNupur Pavan Bang, Kavil Ramachandran. "Dodla's Dilemma", 2018Centre for Learning and Management PracticeRead 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.



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