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.

CasesNavneet Bhatnagar, Kavil Ramachandran, Andrea Calabro, Sougata Ray. "Merck, Darmstadt: Sustaining Legacy Beyond 350 Years", 2019Centre for Learning and Management PracticeRead 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", 2019Centre for Learning and Management PracticeRead 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", 2019Centre for Learning and Management PracticeRead 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", 2019Centre for Learning and Management PracticeRead 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", 2019Centre for Learning and Management PracticeRead 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.

     


CasesChandrasekhar Sripada, Geetika Shah. "Building a Great Place to Work: Intuit India", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Human Resource Management
Industry: Human resources,Computers & electronics
Length: 19p
Subjects covered: Work force management, Leadership, Hiring & employment, Human capital, Software development, Managing people
Publication Date: Feb 1, 2019
 
Description: 
Intuit India, a fully owned subsidiary of Intuit Inc., a US multinational company, has been in the business of developing financial software for small businesses, accountants and individuals. The case is about how Intuit's India unit got to be recognized as India's no 1 ""great place to work"" through a competitive assessment among 600 of India's employers in 2017. This accomplishment was significant for Intuit India because it had toppled corporate giants like Google and American Express who had held on to the top rank in the previous years. The case narrates the history of Intuit's seven-year journey to the top rank in the Great Place to Work rankings and engages students in learning about what it takes to build a great place to work and sustain it over time. Intuit India was established in 2005, and grew to 1,050 employees on its rolls by 2017. Intuit India had consciously worked towards building a great place to work since 2010. The next seven years had been a roller-coaster ride, full of surprises and ups and downs. In its attempt to break into the top 10 and reduce its variability on the rankings, Intuit did many things that can give us insights into what it takes to build a great place to work. The case raises many questions and offers several insights in how sound HR and People Leadership practices can build a vibrant organizational culture and help build a great place to work.

Learning objective:
The objective of the case analysis and discussion is to help participants address and answer the questions across a wide range of topics in talent management, leadership, people, culture ,employer branding and Great Places to Work. This case can be taught at the MBA level as well in executive education programs. The case can be taught in courses across a range of subject areas, namely, Human Resources Management (HRM), Human Capital Strategies, Talent Management and Employee-centric leadership.

Casesarang Deo, Nithin Nemani, Sourav Singh, Nupur Jain. "Revenue Management at Sparsh Nephrocare", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Service Management
Industry: Health care services,Kidney dialysis centers
Length: 23p
Subjects covered: Business model innovation, Business to business marketing, Yield management, Health care delivery, Entrepreneurial management, Marketing, Service management, Customer service
Publication Date: Jan 31, 2019
 
Description: 
The case describes the challenges related to topline enhancement faced by Sparsh Nephrocare, a growing chain of dialysis centers in India. In the early years of its operations (2010-2015), Sparsh grew mainly by opening new centers and focused on cost leadership to maintain profitability. However, as Sparsh's founders, Gaurav Porwal and Saurav Panda, look to raise Series B funding, they are faced with the challenge of how to fuel the next phase of growth at the existing centers. Any option worth investigating must ensure that the company's relationships with various stakeholders in a fragmented ecosystem are not adversely affected. This includes ensuring good outcomes for patients and preserving the autonomy of nephrologists and the importance of the hospitals that house these dialysis centers.

Learning objective:
At the end of this case discussion, students should be able to: 1. Explore and evaluate various avenues for revenue growth in light of the strategic value proposition of the organization and prioritize those that represent win-win opportunities, i.e., where higher revenue does not come at the expense of low quality or poor outcomes. 2. Understand the role of hospitals and specialists in B2B marketing of healthcare services in India and investigate the role of different stakeholders in managing health outcomes in a fragmented value chain. 3. Understand the challenges in capacity planning for chronic health services, where the demand growth comprises of the addition of new patients as well as increased use by existing patients.

CasesS. Ramnarayan, Sunita Mehta, E.S. Srinivas. "Symphony: Growing Through Internationalization", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Organizational Behavior
Industry: Manufacturing
Length: 16p
Subjects covered: Organizational behavior, International acquisitions, Internationalization, Leadership, Change management, Learning, Execution, Turnarounds
Publication Date: February 5, 2019
 
Description: 
Symphony Limited, an air cooler company decided to buy International Metal Products Company (IMPCO) in 2009. IMPCO, based in Mexico manufactured industrial coolers that complemented Symphony's product line. Additionally, the acquisition provided Symphony access to the US market. IMPCO, however, was a loss making company and was on the verge of bankruptcy. On taking over IMPCO, Symphony dealt with several issues like financial crisis, operational inefficiencies, low employee productivity, IMPCO's poor brand image, lack of product innovation and weak sales and distribution. This case briefly describes the history of Symphony and outlines the various challenges faced by the organization in turning around IMPCO. The case closes with another opportunity that lands on Symphony's lap - acquisition of Munters Keruilai Air Treatment Equipment Co Ltd (MKE), an air cooler manufacturing company in China. Like IMPCO, MKE was also a loss-making air cooler company. But otherwise, the challenges and the context were starkly different in the two cases. Achal Bakeri, founder and CEO of Symphony wondered how the Symphony team should approach the newest challenge.

Learning objective:
Understand that an entrepreneurial journey often runs into a few setbacks and failures; but these crises also become sources of valuable insights if we're willing to learn from them. Understand the nature of challenges in international acquisition and the importance of managing `hard' and `soft' issues for successful acquisitions. Recognize the elements of effective execution. Gain insight into the nature of turnaround process. Analyze leadership characteristics of Level 5 leaders.

CasesSisir Debnath, Tarun Jain, Dibya Deepta Mishra. "Incentives in the Healthcare System", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Economics
Industry: Health care services,Physicians
Length: 10p
Subjects covered: Asymmetric information, Moral hazard, Economics, Incentives, Motivation, Pay for performance
Publication Date: Jan 25, 2019

Description: 
This case study illustrates various incentives in the healthcare system using recent research in economics. Healthcare is important but it is difficult to objectively measure it from the perspective of providers, patients and third parties. Hence, incentives are used to motivate behavior in both providers and patients. The design of incentives is an enduring challenge and the case study tries to motivate managers to think through this problem in more detail.

Learning objective:
This case could be taught in courses which introduce incentives in an healthcare context. It could be used to provide examples of how managerial economics could be applied to analyze and drive behavior.

CasesD.V.R. Seshadri, K. Sasidhar. "A Holistic Intervention Towards Sustainable Livelihoods and Coastal Conservation: A DHAN Foundation Case", 2019Centre for Learning and Management PracticeRead Description >Close >Discipline: Strategy
Industry: Agriculture, forestry, fishing & hunting
Length: 19p
Subjects covered: Disaster relief, Disaster planning, Ecosystems, Sustainability, Strategy
Publication Date: Jan 31, 2019

Description: 
DHAN was a non-government organization with a difference. It was neither a philanthropic organization nor a service organization but a development organization focused on grassroots development aided by professional management. At the same time, it had a clear vision of being only an enabling institution rather than a directing agency. Dedicated to the mission of poverty eradication through grassroots development action, DHAN had made a significant impact on the Indian scene in the years since its inception in 1997. By 2017, it had touched the lives of 1.5 million households and was poised to reach out to another one million households over the next five years. In its mission to combat poverty, DHAN initially employed two major thematic interventions, namely, community banking and water management. However, over a period of time, it forayed into several other domains such as healthcare, education and livelihood generation in response to the dynamic requirements of its community of beneficiaries, specifically, the marginalized and the poorest of the poor in India. This case explores the theme of sustainable livelihoods and how interventions in this sphere need to be viewed and managed in an integrated manner with a conscious focus on the conservation of the larger ecosystem in which they are embedded. The case describes DHAN's various initiatives and interventions in the sustainable livelihoods arena, the challenges it encountered along the way and its innovative responses to those challenges.

Learning objective:
1. To communicate powerfully to the participants the contemporary relevance and criticality of the theme of creating sustainable livelihoods in the world, especially in countries buffeted by endemic poverty, frequent natural disasters and a shrinking natural resource base. 2. To bring out the strong interactions between climate change, global emissions, coastal conservation and livelihoods, and highlight the need to view them in a systemic perspective rather than as independent and isolated problems to be addressed separately. 3. To demonstrate how, sometimes, a fortuitous foray into an uncharted domain can be utilized as an entry point to expand or diversify into a new area where the organization can make a potential and worthwhile contribution, while sticking to its core competencies, principles and broad organizational purpose and mission. 4. To offer the insight that an organization can always find innovative means of identifying and nurturing eco-friendly initiatives in every sphere, provided there is an alert consciousness of and sensitivity to their importance.

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.


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.

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.



CasesNavneet Bhatnagar, Kavil Ramachandran. "Touchdown Footwear on a Slippery Slope", 2018Centre for Learning and Management PracticeRead 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)", 2018Centre for Learning and Management PracticeRead 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.


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