bluuebunny/crossref_metadata_2025 huggingface dataset:
The Magical World of Raza
Authors: Jahanbegloo Ramin
Published: October 2022

For Raza, the world was a mystery and the job of the artist was to keep on addressing this beautiful, complex mystery that the world is. I used to tell him. You are a painter of origins, you are not looking at history, you are looking at eternity. What is eternal, what is essential, what is original, rather than what is soiled and damaged and transformed by history. For him, time did not matter in that sense. In the sense that you are reacting to your time, that did not matter.
Indian National Music
Authors: Jahanbegloo Ramin
Published: October 2022

Many musicians like the Carnatic vocalist MS Subbalakshmi became a national and perhaps nationalist icon. Since nothing in India is singular, and the idea of a national music, or a national dance or a national theatre based on singularity, is really not valid. There are and have been two types of Indian classical music, at least eight kinds of classical dance. Plurality is dominant in the classical realm as well. But there was definitely an attempt to assert that we exist as a people and this is our creative wealth. And this was more evident perhaps in music and dance.
The Colours of Hindustani Classical Music
Authors: Jahanbegloo Ramin
Published: October 2022

In the folk traditions already and even now, a lot of poetry and a lot of music exist which are deeper, which more existentially inspire, and which are listened to by people in large numbers. So there is a parallel world in folk music and a large world which is unmapped and many a time unknown to us, the urban animals. And there all these elements which have gone into the fabric of the kind of music they create, where Kabir exists and folk music exists and erotic impulses exist, celebration of nature exists, questioning yourself and your mortal existence exists where God and its various forms exist.
A Son of Ghalib and Kabir
Authors: Jahanbegloo Ramin
Published: October 2022

All-important poets in India in the modern period, from Rabindranath to our times, important poets have become known, accepted, and read in translation in many other Indian languages. Multilinguality is a fact but porousness of languages is also a fact. Every Indian poet, although he may or she may choose to write in a single language, knows three or four languages. That’s almost the norm. You would know the neighbourly languages.
The Poetic Impetus
Authors: Jahanbegloo Ramin
Published: October 2022

All-important poets in India have translated other poets, from other Indian languages, but in this context, more importantly from many international Languages. Many of them have translated, through English, Western poetry, poetry of the Middle East, of Asia, of Latin America, of Africa, China, Japan, etc.
The Solidarity of Empathy
Authors: Jahanbegloo Ramin
Published: October 2022

Poetry is, if you are vulnerable to it, make you see a little more, hear a little more, see a little more, love a little more, reject a little more, protest a little more! It accentuates, enhances, deepens. And finally, it teaches you how to feel the other. The other could be nature or God or whatever, objects. It creates a bond, a kind of a human, shall we say, family, a solidarity of empathy where there are not only other humans, but there are leaves and birds, and this that and the other, ideas, so it’s a family.
Indian Business Case Studies Volume I
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

INDIAN BUSINESS CASE STUDIES Volume I is in a sense of a ‘Bouquet’ of business case studies in Indian business including teaching cases, field search (live) case studies and multidisciplinary case studies from HR to strategic business management covering areas such as finance and marketing aspects. The binding article titled Why Focus on Indian Business Case Studies? is a perfect precursor for further reading of the business case studies in case volume I. Case studies on almost all types of businesses starting from family managed businesses to Indian multinationals and small and medium-size entrepreneurial ventures are uniquely presented in this case volume. The authors of case studies have provided in a unique way the business cases which are from recent or current business scenario and each case study is complete in its narration through learning objectives synopsis and conclusions based on facts and the cases keep the readers completely engrossed in understanding the sequence of interesting developments and trends in Indian businesses compelling the readers to seek opportunities for detailed analysis and resolution of issues in various aspects from Human Resources, financial management, marketing and strategic operations. The case volume is best suited to students at UG and PG level business studies in all specializations including engineering and pharmaceutical segments. These business cases are best suited for conducting management development programmes for business executives for strategic business aspects in finance marketing and leadership development objectives. It is perhaps for the first time that an exclusive treatise on Indian business case studies with such an encompassing approach is made available to students, faculty, institutions, and business consultants on a pan global platform through Oxford University Press.
The Triumphant ‘Trikaya Coating Pvt Ltd’
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

This is a live Case Study on an Indian SME, covers the journey of a single minded and committed Entrepreneur (Mr Ram Jorapurkar—the Protagonist of the Case) humongous efforts in understanding the manufacturing strategies of its major customers, had to expand/diversify vertically to be able to effectively take up manufacture and surface coating of huge structures like cargo bodies for M&M Ltd. This called for fresh investments in high-capacity high-speed presses and also identify with the help of its own customers the procurement of sheet metal and connected toolings required for the complete manufacture of load bodies for the cargo vehicles of M&M. This called for real ‘guts’ to risk investments based on only one major customer like M&M. M&M Ltd also true to its principles of professional practices provided all the necessary help and guidance to Trikaya for its vertical growth in terms supply of complete carriers ready for final assembly on to the vehicles. The above while straining the business and in particular the financial limitations of Trikaya offered the toughest journey so far the entrepreneurial guts of Ram Jorapurkar the entrepreneur. This Case Study in a nut shell covers the spate of majority of SMEs in India.
Building an Ethical and Smart Organization
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

In difficult financial times, companies face various moral issues to try to keep up with their competitors. Although these issues have a direct impact on employee decision making, businesses rarely address how employees should assess the ethics of their actions and incorporate ethics into their decisions. Often this can be alleviated by creating and maintaining a corporate culture with a focus on ethics. Corporate culture is often considered to be both a source of various problems and the basis for solutions and is certainly a factor that determines how people behave in an organization. The role of management in the organizational culture is important as it both acts as a role model for the employees and can also directly influence the behaviour and culture to improve organizational performance. Of course there are better methods that management can use to incorporate ethics into the corporate culture or increase the likelihood that its employees will act ethically and these methods are explored.
Embracing and Pursuing Change
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

With the changing expectations of customers, organizations constantly need to adapt to remain competitive. When faced with such pressures for change, managers may look for situations which are familiar to them. This may involve improving the ways in which they operate, but only little by little. This is called incremental change. The danger is that improving little by little might not be enough. They need to adapt to all of the bigger changes in the environment of that business as well. If they don’t what happens is strategic drift. This Case Study deals in Organizational Change Management Strategies. AEGON also has operations and customers in India. The Case Study represents similar operational practices of Indian Financial Services Companies working in Collaboration/Alliance with global companies.
RANBAXY—The Indian Pharma Giant
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

The Indian pharmaceutical industry is considered as one of the vibrant industries of the country. The dynamics of the industry changed with the amendment in the Patents Act in 1972 by which the process patents were introduced. The industry prospered since then. The industry continued to depict a vigorous growth in the post-liberalization era. The turnover of Ranbaxy—The Indian Pharma Giant 93 the industry went up from approximately USD 1 billion in 1990 to over USD 20 billion in 2010. The export turnover in the year 2010 was approximately USD 8 billion. The global ranking of the industry was third in terms of volume and fourteenth in terms of value, as per report by India Brand valuation Report. However the success seems to have led to over confidence and under mining the need for frequent review of operational control product quality and delivery schedules US Food and Drug Administration (FDA) in 2012 notified the company that it was prohibited from manufacturing and distributing active pharmaceutical ingredients (APIs). This incidence leads several such sanctions from many other major customers of Ran Baxy resulting in its Global alliance the Daichy Pharma from Japan with drawing itself from Ranbaxy and resorting to recovery and legal action through legal suits against Ran Baxy. Today RAN BAXY is in total shambles and unsustainable business pulling down its shutters once having enjoyed global reputation. This Case Study highlights the focus on business acumen and the absolute necessity and importance an organization in a sensitive Industry like Pharma needs to consistently focus rather than getting sunk and spoilt in few initial successes.
The Two Horse Race
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

M&M Ltd India announced the new strategy the company has adopted to utilize one base for managing supply chains of two of its companies in the Group. ‘We have now become a formidable force in terms of procurement, manufacturer, supplier chain and brand spends’, said president, Mahindra & Mahindra (M&M) (auto sector) in respect of integration of sourcing strategies between its farm equipment (tractors) and auto (SUVs and cars)—This a totally new approach of unification leveraging two reasonably distinct product lines and naturally therefore raises questions on its feasibility and viability. The Case Study emphasizes need for innovative approaches to integrate group companies major divisions to leverage efficiencies and manage costs and schedules effectively.
Can SpiceJet Be Resurrected?
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

From a healthy Rs 800 crores in 2010, created over a five-year period to a loss of Rs 1003 crores in four years by 2014, SpiceJet a private airliner in India did an inverted V within less than a decade, nine years to be precise. This roller coaster ride downwards occurred in the absence of its creator Mr Ajay Singh. SpiceJet seems to flourish whenever he is at the helm of its operations. This case study documents the ups and downs of the carrier and the challenge Mr Ajay Singh has taken up to turn around the commuter airline.
The Death of a Dream
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A
Published: October 2022

Once a showpiece of foreign investment, the NOKIA factory at Sriperumbudur, about 45 km from Chennai, now looks like a ghost entity. For the around 30,000 workers, 31 October 2014 will forever be Black Friday as Nokia officially shuts down its plant in the state, nine years after it entered India. Nokia’s closure will be the first major wind up by a multinational after the new government took charge in May. Established in 2006 over a 200-acre site, Nokia wheeled out the ‘Made for India’ 1100 model and then slowly ramped up production to make Chennai its single largest unit for handsets globally. Nokia and its suppliers had invested over Rs 1,800 crore in their facilities. This event stands out as a symbol of strategy implementation failures of a global organization as a first entrant in Indian Telecom (mobile) Industry.
Tata’s Air India ‘Take Over to Take Off’—A Cultural Conundrum
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

This case study provides major insights to students and faculty in understanding concepts and major issues on cultural integration in mergers and takeovers especially in such cases of the government’s disinvestment plans and uniquely the new buyer was a last owner 75 years ago of the same entity. From being a public sector unit to shift over to private sector ownership the employees will pose major issues in cultural transformation in their roles. Even students of Strategy Management, Human Resources Management, and executives involved in strategic integration will find this case study very interesting since it is a case study of the happening currently. For N Chandrasekaran, newly appointed chairman of Tata’s Air India, the aviation business has always been a nightmare. With Air India’s CEO designate ?lker Ayci out of the picture, Chandrasekaran’s search for talent has become tougher. He may have to invest disproportionate time to the aviation vertical to turn around Air India and other loss-making airlines.
Information Technology and Banking Industry
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

Banking corporations in the public sector always seem to be change resistant in the banking sector. Being one of them as a result many private and public sector banking corporations are opting to go for capacity and not change. Hence, it becomes important to ensure good coordination, strong leadership, and clear communication while managing various changes simultaneously. There are three major trends those shape change. Specifically, the three trends are the intensified competition brought through globalization, information technology, and managerial innovation. Globalization is changing the economy and markets in which organizations operate. And there has been an increase in the e-business sector that is changing the method of distribution of work and its performance with the use of information and communication technology (ICT). Moreover, managerial innovation becomes more important as a form of response to both competition and information technology trends.
‘Innovation and the Entrepreneurial Urge’
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

An entrepreneur is a human being, who conceives an industrial enterprise in his mind. To this end he makes tremendous efforts to put his vision to life. It is a purposive penetrating action to initiate, encourage, and control economic activity or practices for wealth creation and distribution. There should be an individual with a mind, heart, and purpose to combine them all and turn them into the production of the products and services people want. It is the entrepreneur who comes forward with the sole purpose of satisfying the customer by performing these production-related activities. A successful entrepreneur is always aware of the technological changes taking place in society around him and is prepared to adapt to the changing needs of society. He is the central point around whom all other factors of production, efficient resources, and techniques are to revolve. He combines expertise, skills, and drives to turn the resources into successful ventures. By acting as a bridge between creativity/innovation and the marketplace, entrepreneurship works as a productive factor in economic development more than just rising national income by generating new employment.
The Price of Owning a ‘Cheetah’ (The Jaguar)
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas
Published: October 2022

This case study discusses the acquisition of herculean automobile giant JLR by an Indian automobile company Tata motors. Prior acquisition by Ford motors, Jaguar, and Land Rover were owned by British multinational automobile company, ‘British Leyland’. Ford first acquired Jaguar brand in 1983 for $2.5 billion and then Land Rover 2000 for $2.7 billion brand from British Leyland. In spite of multiple attempts, Ford motors recorded heavy losses due to these two brands. The losses continued until these two brands were acquired by Indian automobile giant Tata motors in 2008 for just $1.7 billion. Many critics felt that Ford motors is the biggest loser in this merger deal. On the other hand some critics are also of opine that, Tata motors will also be on the losing side. They feel that, though Tata motors are in the entry-level passenger car segment, there expertise is in heavy load goods vehicles. They feel that what Ford could not achieve in 20 years, it is impossible for inexperienced Tata motors in globally acceptable luxury passenger car market.
Indian Business Case Studies Volume III
Authors: Kanore Lalit , Mastakar Priti
Published: October 2022

Volume III of Indian Business Cases studies has around 20 compelling cases studies, some of which focuses on topics that are rarely touched upon. These include international taxation issues, effects on emerging markets due to the impending US- China trade, and affluent owners disowning the failure of their companies and putting the burden on the banking system of the country. The volume also has some interesting cases on organizational debts and the two different outcomes of similar type of organization like Starbucks and CCD, and the most talked about OTT platform, the pharma giants and many more. When it comes to India automobile can’t be far behind, this volume too has case studies focusing on the automobile industry which talks about reengineering and rebranding. The undisputed run of public sector banks and the changing scenario too contributes towards making this a fantastic reference book for industry practitioners, academicians, and students. The case volume includes Business Case Studies designed and developed by expert case authors based on current business and economic scenario in India using published data and field search live case studies. These case studies enable effective adoption to case methodology of teaching for UG and PG studies in business management as also best suited for management development programs in business and industry. These case studies offer best of opportunities and tools to be used in offline and online teaching and learning methodology especially help developing analytical skills and problem resolution techniques in the students of business management studies and young and aspiring business executives globally.
Old Wine in a New Bottle?
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

Nissan emphasizes that it has worked on the Datsun brand with the main focus of its power of 88 strategy making sure that customers in high growth markets will be attracted by this new Datsun model. Nissan planned to convert downtrend in an opportunity by reinforcing its entry activities in emerging markets like India, Russia, and Indonesia that is how the Micra model took its first jump in the India market early. Almost four years after the 2,67,000 employees strong company Nissan decided that it would bring the Datsun brand back to life, Nissan okayed a manufacturing contract for the vehicle to be rolled out in India, Russia, Indonesia, and South Africa. Nissan knows that it is gambling big. Datsun brand was killed deliberately in mid-1980s. After the success of its brand ‘Infinity’ in 1980 Nissan has not gone in any major brand or done anything as big.
The Hunger Pangs
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

The case takes you through the journey of Zomato (Online Food order Service provider) over a period of 11 years, and touches upon all aspects, including marketing, product development, branding, human resource, and CSR. Zomato completed one decade hurdle started in 2008. The company is known to take challenges head-on and being extremely proactive in their approach to counter controversies and bad publicity.
Never Flip Our Cart—We Are ‘Flipkart’
Authors: Kanore Lalit , Masatkar Priti
Published: October 2022

Flipkart is not an Indian company since it is registered in Singapore and majority of its shareholders are foreigners. Because foreign companies are not allowed to do multi-brand e-retailing in India, Flipkart sells goods in India through a company called WS Retail. Other third-party sellers or companies can also sell goods through the Flipkart platform. Flipkart now employs more than 15,000 people. Flipkart allows payment methods such as cash on delivery, credit or debit card transactions, net banking, e-gift voucher, and card swipe on delivery. On 15 September 2007, Sachin Bansal and Binny Bansal (not related) started Flipkart as an online bookstore. The two had known each other since 2005 when they attended the Indian Institute of Technology Delhi (IIT-Delhi) together and were colleagues at Amazon briefly. Eleven years later, the world’s largest retailer, Walmart, has agreed to buy a controlling stake in the company, Softbank chief executive officer Masayoshi Son said today (09 May). Flipkart’s journey has been nothing short of a roller-coaster ride. The company went from record-breaking investments and an acquisition spree to failed business experiments and devaluations—only to bounce back.
Motivating through ‘Uncertainty’
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

As a result of the 2G spectrum scam, Uninor India (Telenor) faces an uncertain future. Will it stay in business after August 2012? Who knows? A few hundred employees, men and women, most of them less than 35 years old, are gathered in this open office. There are no cabins, no high walls to hide behind. It is time for Uninor Managing Director Sigwe Brekke’s weekly town-hall meeting with his employees. Brekke puts his own confidence level at six. Not without reason. Uninor was perhaps the most serious new telecom operator in India. It has to date got over 45 million customers, and has more than 17,000 employees, over 2,000 distributors, close to half a million retailers, etc. Now, according to the Supreme Court verdict on the 2G spectrum scam, it has to surrender its spectrum by August. The only way out is Telecommunications, or DoT, auctions spectrum before that. This will be difficult, says DoT. This typical of majority global corporations operating in India governed by evolving spectrum allocations
An Elephantine Exercise
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

State Bank of India seems to be biting off more than it can chew by merging five associate banks with itself. The merger with five associate banks (plus Bhartiya Mahila bank) will bring challenges for SBI in major districts in the country. More so, in states where the associate banks are headquartered—Rajasthan, Karnataka, Andhra Pradesh, Punjab, and Kerala. In fact, the branch gridlock is just one of the many pain points. For instance, the stressed loans of the five associate banks (gross NPAs and restructured loans) add up to a staggering Rs 35,396 crore. This amounts to almost half of SBI’s stressed loans portfolio of Rs 66,117 crore in 2015/16. In contrast, the deposits, advances, and assets of these banks are less than one-fifth of SBI. The merger itself is the biggest in the Indian banking industry. The bank is swallowing five associate banks with assets of Rs 6.03 lakh crore—it’s almost equal to the size of the country’s largest private bank ICICI Bank that has assets of Rs 7.17 lakh crore. The merged SBI entity would have deposits of Rs 21 lakh crore; advances of Rs 18 lakh crore; net profits of Rs 11,589 crore; 24,000-plus branches; 58,000 ATMs and 270,000 employees. Compare these figures with ICICI Bank—deposits of Rs 4.21 lakh crore; advances of Rs 4.35 lakh crore; net profits of Rs 9,726 crore; 4,450 branches; 14,305 ATMs and 74,000 employees. ‘It is easier to merge the balance sheet numbers, but the real challenge is to merge the people (and culture), products (and clients), branches (and personal touch), etc.,’ remarks a banking consultant. This case study attempts to analyse the various implications, financial, and others, of the merger of SBI with its five associate banks.
Wrong Signals for FDI Climate
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

Vodafone Group Plc is a British multinational telecommunications company headquartered in London and with its registered office in Newbury, Berkshire. It is the world’s second-largest mobile telecommunications company measured by both subscribers and 2013 revenues (in each case behind China Mobile), and had 434 million subscribers as of 31 March 2014. Vodafone owns and operates networks in 21 countries and has partner networks in over 40 additional countries. Its Vodafone Global Enterprise division provides telecommunications and IT services to corporate clients in over 65 countries. Vodafone has a primary listing on the London Stock Exchange and is a constituent of the FTSE 100 Index. It had a market capitalization of approximately £89.1 billion as of 6 July 2012, the third-largest of any company listed on the London Stock Exchange. It has a secondary listing on NASDAQ. Vodafone Essar Limited, formerly known as Hutchison Essar, is a telecom service provider in India that covers 23 telecom circles in India and is based in Mumbai. Vodafone holds 67% stake in Vodafone Essar Limited and Essar holds the rest 33% stake. On 11 February 2007, Vodafone agreed to acquire the controlling interest of 67% held by Li Ka Shing Holdings in Hutch-Essar for US$11.1 billion. The company was valued at USD 18.8 billion. The transaction closed on 8 May 2007. Despite the official name being Vodafone Essar, its products are simply branded ‘Vodafone’. It offers both prepaid and postpaid GSM cellular phone coverage throughout India.
Economics, Markets, Public Life, and Regulators
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

The government of India is seeking to boost economy through ‘Make in India’ movement by improving ease of doing business and driving investments, mainly foreign. India’s infrastructure spending in 2011 was 8% ($ 112 billion) of country’s GDP that was $ 1.4 trillion. Pradeep Singh MD of IDFC Project LTD opines that India must spend 10% of GDP on infrastructure to achieve and sustain economic growth target of 9% in coming years. $ 1 trillion are envisaged to be invested in infrastructure between 2012 and 2017. IMF has estimated India’s GDP growth at 7.3% and Global GDP at 3.4% for 2015–16. With Rs 105.52 lakh crore GDP it shows 7.2% growth in 2014–2015 fiscal. India contributed 7.4% of Global GDP in purchasing power terms in 2014–2015 but its contribution in global growth is higher at 12.5%. Finance Minister thinks ‘India can achieve 8% growth in GDP in 2015–16 and that 7–7.5% growth is below potential’.
The Candy Lounge
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

The Candy Lounge is about an entrepreneurial business venture started and owned by Dr Jorge Palacio, an astute businessman from Ensenada, Baja California in western Mexico. It is a highly promising and prospering business in the manufacture and sale of Candies and other confectionary items through a Kiosk type stores in Ensenada and other places in Mexico. The proprietor entrepreneur is highly knowledgeable, ambitious, and motivated to excel in this venture by providing the best of products and services to the current and prospective markets. The owner has a keen sense of the competition as also the customer preferences and has taken adequate steps to ensure the best of customer relations and loyalty. While he is aware of the growing market demands of candy and related confectionery items as also the speed at which he needs to expedite investment decisions for aggressive marketing strategy, he is handicapped by inadequate cash flow and fresh investments for modernization of manufacturing process along with tackling vendor-related issues. The enterprise has to break out of these barriers to meet its business objectives and targets come what may.
Racing to Deliver
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

The current case discusses the growing trend of Indian customers towards retail and online purchases. It throws light on the factors that are aiding the growth of retails outlets and the increasing footfalls in these shopping formats. These retail malls are concentrated in 35 to 40 odd cities in India. This growth is fuelled by young couples having disposable income and eager to try out new things. There has also been an increase in online shopping, and this trend is bound to grow at a rapid pace. There has been constant struggle by online platform companies to attract customers from offline to online mode and similarly the retail malls are struggling to get the online customers to shop at their malls. The type of product, the convenience of buying, the ability to touch, feel, and see the product, the payment options are some of the factors which influence the consumer to shop online or offline. However there are many constraints like funding and infrastructure that these companies have to face. The case discusses how can these companies overcome these challenges and survive in the highly competitive marketplace.
E-mobility—From the Current to the Future
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

When one looks back at the year that went by and what it meant for EVs in India, it largely epitomized chaos and confusion on the policy front. It was a time when fence-sitters were still wondering if it is the right time to get into the EV business. However, some of the old diehards like Sun Mobility. Hero Electric and Mahindra & Mahindra continued to fiercely pursue their passion as if they had already factored policy indecisiveness into their strategies! It was also a year when start-ups such as Ather, Zoomcar, Vogo, and Lithium Balance aggressively ventured into the development of differentiated products as well as into smart connectivity, bike sharing/rental, bike taxis, and deliveries. New and big names from unrelated businesses right from the Essel group and Modis to the Mittals and Kalyanis also brushed the fringes of the EV arena with their foot-in-the-door strategies.
ITC at Cross Roads
Authors: Pachpande Priti , Bachhav Sham
Published: October 2022

As a new generation of leaders take guard at ITC Ltd, the Kolkata-based multi-business house finds itself in the throes of a strange paradox. Its glorious past, and present, cast a shadow over its future. Its two distinct business areas—cigarettes on one hand, and packaged foods, personal care products, apparel, hotels, and information technology on the other—pull in different directions. The sales of the former, despite being tagged sin products, have made it the country’s fifth most valuable listed company, while the latter, notwithstanding growth over the years, have been a persistent drag on profits The trouble for ITC, incorporated in 1910 as Imperial Tobacco Company of India Ltd, is that tobacco is an ageing business, a legacy of its past, albeit one which has driven its success. The others—foods, personal care products, hotels—offer different economics but seem to be its manifest future. Unfortunately, it is a future in which there is no real visibility of any meaningful profits.
The ‘Nerves of Steel’—Tackling Hard Core Issues
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Mr Mahir Latkar is a self—made entrepreneur with lot of zeal and ambition, with commitment to excel in his maiden enterprise ‘The Red Hot’. This case takes us through a narrative of different situations, circumstances, people that an entrepreneur will have to experience. The case helps us to think about difficult decision—making and managing personal relationships and identifying right resources while the organization grows. The journey of the protagonist while the organization grows is to maintain a balance in interpersonal relations, and resolve all conflicts that may arise. This is a perfect case for budding entrepreneurs who have to face dilemmas ad difficult situations in the growth journey.
An Audacious Acquisition
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

A very intriguing case of mergers and acquisitions especially when the takeover is hostile and audacious. Mergers and acquisitions are major strategies for the inorganic growth of any organization, this stands true even for Mittal steel, the then world No. 1. The takeover of Arcelor Steels Luxemburg was considered to be audacious by the world around. Mr L.N. Mittal launched the formal offer but Arcelor ridiculed the offer to an ordinary ‘cologne’ compared to the ‘perfume that Arcelor was’. This case gets into the depth of the thoughts and decisions of both the parties, the stakeholders, and the people around. It also looks in to the details of how mergers and acquisitions work and executed, as well as the purpose behind it. All in all a case that must be analysed by all management students.
Innovate or Perish
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

‘Perfect Fittings’—a company promoted by Mr Sunil Pradhan started with the conventional activity of fabrication, diversify into a specialized area and with sheer determination, handwork, and consistency made it a success. Philosophy of Pradhan brothers is to share the benefits of business with the workers. In a way it is service to the society. By motivating and educating the workers in doing skilled jobs, the company is serving the society and creating new avenues for the upcoming entrepreneurs. A very lucrative offer from one multinational company—Globe Inc. who wishes to take over the entire business of ‘Perfect Fittings’ at a handsome premium has put the entrepreneur in a dilemma, whether to take the offer that will give a great financial success but will lose their identity and the ability to help the society and livelihoods of the employees. This is a classic case of entrepreneur dilemma, and tickles the mind.
Indian Telecom Industry
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Leading Telecoms like Bharti Airtel, Vodafone, and many others have been the victim of difficult government policies, stringent taxations, penalty payments, license cancellations. With the overhead costs of providing wireless network increasing along with other issues, the telecom sector is ridden with problems sure to run them under. No respite from government, lenders to top it the supreme court order to pay back charges have been a clear indication of biased approaches to benefit couple of players, which is the crux of this case. What has to be seen in the analysis is whether this is truly a duopoly scenario or the other Telecom giants weren’t equipped to handle the competition. The business model is it sustainable or is there a better one?
Zomato’s Tryst with Food
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Started in 2008, the food tech start—up has become a force to reckon with. Zomato is known to take challenges head—on, and being extremely proactive in their approach to counter controversies and bad publicity. The food aggregator despite being riddled with issues has managed to be a formidable competitor, all dues to excellent product innovation and being able to move up the value chain. This case study is extremely helpful to the management students to know about decision making at various levels especially in a dynamic setup like that of Zomato. When industry predicted that apps are not here stay, companies like Zomato proved them wrong. The leadership style of Zomato needs to be analysed by every management student.
‘The Midnight Sun’
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh
Published: October 2022

Mrs Guadalupe an enthusiastic entrepreneur, observed business opportunities in agricultural products viz; food products, gourmet delicacies, etc. The business was controlled by the promoters Mrs Guadlupe, her husband, and father with initial investment at 60%, 20%, and 20%, respectively. This case provides an insight into entrepreneurship and social responsibility, brand development and sustenance, adoption of technological upgrades, and maintain professionalism despite lack of trained experts. This case also shows a path towards building employee and customer loyalty making them you core strength, and looks into the depth of making small business profitable. What makes this case even more exceptional is the fact that this is a live case study ad a perfect small business study.
What, When the Leader Trips?
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

Author and retired American soccer player Mia Hamm has famously said, it is more difficult to stay on top than to get there. In the current context, who will know this better than two brands that have been in the news a lot lately Finnish mobile handset major Nokia and the home-grown IT services major Infosys that were at the top of their games before being overwhelmed by competition and a fast-changing business environment. Take Nokia. Just three years ago, it was the world’s runaway market leader in mobile phones. At the start of 2010, Nokia commanded a 39% market share of the smartphone segment globally, which plummeted to below 5% in 2013. Its global market share in the overall mobile handset market slipped from 36.4% in 2009 to 28.9% in 2010, and eventually, a mere 14% in 2013. Nokia’s slice of the smartphones market currently is 3.1% means that it is ranked ninth in the world in this category. The brand’s woes led to a takeover by Microsoft this year a move that has, thus far, raised many questions about the prospects of the brand’s possible revival.
Impact of Demonetization and GST (Goods and Services Tax)
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

In this case study the government itself is the protagonist and its steps of demonetization and introduction of GST are the main issues being debated for resolutions. GST and demonetization are two bold decisions taken by the Indian government to tackle the issues which are existing and to resolve the emerging issues which arises day by day in the Indian economy. GST and demonetization are likely to be described as game-changers of the Indian economy. GST will require companies to not just be tax compliant but also readjust their structure and supply chain networks. On the other hand demonetization is leading to boom the cashless payments. These two will render great opportunity for customers to relook at their structure and redesign their supply chains, since the current supply chain has been designed according to interstate taxation. This biggest tax reform in Independent India, the GST Act has brought on a platter, a concept called ‘Composition Levy’ to its taxpayer. One of the fundamental features of GST is the seamless flow of input credit across the chain (from the manufacture of goods till it is consumed) and across the country. The general public of the Indian economy expects both demonetization and the GST to adversely impact some sectors of the economy in the short run but have long-term benefits.
The Angel Tax and Why It Matters to Start-Ups in India?
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

In recent days there has been a big furore in India around the Angel Tax. But, what is this Angel Tax? Angel Tax is the tax levied on funds raised by Indian start-ups through issue of shares to Indian residents. The Income Tax department has held that when these investments are made at a premium to the fair market value (FMV), the amount raised in excess to the FMV is taxable. The amount is reckoned as ‘income from other sources’ and taxed under Section 56 (2) (vii b) of the Income Tax Act, 1961. The rate of tax is 30.9%. Which means that a start-up could be asked to pay 30.9% of the amount of investment it has raised to grow the business!
Beyond the ‘Breakup’
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

The Indian market is too alluring for global apparel brands to stay away from. But their ambitions can turn sour when they try to fit in without being locally relevant this is perhaps best explained by Esprit’s divorce with Madura Fashion and Lifestyle when the two called off their seven-year-old distribution agreement, despite last-ditch efforts. As Ashish Dikshit, CEO, Madura, said in a statement, ‘After reviewing the performance of the business, Madura and Esprit have mutually agreed not to renew the contract after the distribution agreement expired earlier this year. The retail stores will continue to be operational till the end of this year.’ A few Esprit stores have already been converted into stores of Madura’s brands. According to industry sources, Esprit’s revenues in India were around Rs 70–80 crore and the brand has been making losses of Rs 25 crore every year. The brand had reached Rs 60 crore four years ago, but remained stagnant since then, say sources. ‘It is not as if the choice of partner was wrong. The Aditya Birla group is a well-known name and its retail capability is no less than any other player’s. Globally, Esprit is struggling across markets and it needs to relook its approach to retailing,’ says Ankur Bisen, associate vice-president, Technopack Advisors.
ITC at Cross Roads
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

As a new generation of leaders takes guard at ITC Ltd, the Kolkata-based multi-business house finds itself in the throes of a strange paradox. Its glorious past, and present, cast a shadow over its future. Its two distinct business areas—cigarettes on one hand, and packaged foods, personal care products, apparel, hotels and information technology on the other—pull in different directions. The sales of the former, despite being tagged sin products, have made it the country’s fifth most valuable listed company, while the latter, notwithstanding growth over the years, has been a persistent drag on profits. The trouble for ITC, incorporated in 1910 as Imperial Tobacco Company of India Ltd, is that tobacco is an ageing business, a legacy of its past, albeit one which has driven its success. The others—foods, personal care products, hotels—offer different economics but seem to be its manifest future. Unfortunately, it is a future in which there is no real visibility of any meaningful profits.
‘The Patanjali’ Effect
Authors: Mathur SB , Bokephode Sudhakar , Balsaraf DD
Published: October 2022

Patanjali Ayurved has priced open the herbal and ayurvedic market for personal care products and foods, setting the stage for a fresh battle of brands in the categories. Even as Indian FMCG companies battle an industry-wide slowdown in growth, many are hitching their wagons to the herbal-organic consumer products category, following in the footsteps of the Baba Ramdev’s Patanjali. The yoga guru-cum-business czar is not only among the highest advertiser on television today, but by doubling up as brand ambassador for his company, he is increasing awareness for all ayurvedic-herbal products and further opening up the space. And companies such as Emami, Hindustan Unilever (HUL), Dabur, and Himalaya Drug Company are rebooting their category strategies and investing in new products and making new acquisitions to reap in the promise of the herbal age.
Indian Business Case Studies Volume VII
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

Volume VII of Indian Business Case Studies book is divided into three interesting sections, which is designed to give greater exposure to the reader in the field of human resource, finance, strategic management, operations, etc. This volume comprises case studies of repute industries like Tata Group, Maruti Suzuki Ltd., Nestle, Nokia, and many others. The Case Volume includes business case studies designed and developed based on current business and economic scenarios in India, both based on published data and field search live case Studies. These case studies enable effective adoption of Case Methodology of teaching for UG and PG Studies in Business Management as also best suited for management development programs in Business and Industry. These case studies offer the best of opportunities and tools to be used in offline and online Teaching and Learning methodology especially help developing analytical skills and problem resolution techniques in the students of business management studies and young and aspiring business executives globally. The cases included in this volume are designed by the authors keeping in mind the requirements of the users and are relevant for current and future industry requirements. It does justice in the field of different specializations and explores multi-dimensional views of users, a perfect volume for users from education and industry. The basic premise of the cases will help the user to develop strong critical thinking abilities and will expedite their learning.
Building an Ethical and Smart Organization
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

In difficult financial times, companies face various moral issues to try to keep up with their competitors. Although these issues have a direct impact on employee decision—making, businesses rarely address how employees should assess the ethics of their actions and incorporate ethics into their decisions. Often this can be alleviated by creating and maintaining a corporate culture with a focus on ethics. Corporate culture is often considered to be both a source of various problems and the basis for solutions and is certainly a factor that determines how people behave in an organization. The role of management in the organizational culture is important as it both acts as a role model for the employees and can also directly influence the behaviour and culture to improve organizational performance.
Nokia Manufacturing Unit Knocked Out of India
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

For the around 30,000 workers, 31 October 2014 will forever be Black Friday as Nokia officially shutdowns its plant in at Sriperumbudur, Chennai, nine years after it entered India. Established in 2006 over a 200—acre site, Nokia wheeled out the ‘Made for India’ 1100 model and then slowly ramped up production to make Chennai its single largest unit for handsets globally. Nokia and its suppliers had invested over Rs 1,800 crore in their facilities. The cases focus on Nokia and its circumstances to quit.
The ‘Prestigious’ Growth
Authors: Parab Varsha , Mahadik Ramesh , Tripathi Diksha
Published: October 2022

This case is about the challenges faced by the TTKs Prestige brand of kitchen equipment, listing down the journey of Prestige So far and the periodical market survey and rebranding strategy as adopted by TTK to sustain the market and grow on its revenues. And TTK Prestige was heavily dependent on the southern markets for sales, though it had some presence in the West. Its visibility was nominal in the north and the east. There was an urgent need to guard itself against these risks. However, the market observers feel that TTK Prestige hasn’t created enough technological barriers in the new areas it has entered ‘Many other who entered the business had to exit as they could not meet consumer demands and were unable to provide high quality products’. The observers also caution against the use of imported products, especially from low—cost producers in China, because of quality problems.