bluuebunny/crossref_metadata_2025_split huggingface dataset:
The Ghost of NPAs
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas 
Published: October 2022

Abstract
Balance sheets as per norms have to reveal the true positions of the business. Question is do balance sheets of banks do this? Unfortunately they do not. Accounts are shown in assets side but they are not so and are classified as non-performing so what made them to non-perform and what are its effects. The move on the part of the government to inject capital of Rs 2.11 lakh crore into public sector banks (PSBs) gives strength to the above fact. Why this has to be done and is this enough is the question. In making this move, there was an implied acceptance that the recovery process set up through the Insolvency and Bankruptcy Code (IBC) reform had not been working at the desired pace. When the Reserve Bank of India (RBI) asked PSBs to work on the recovery process for 12 large exposures which account for 50% of the total non-performing assets (NPAs) worth Rs 8 lakh crore in the banking system, it was expected that by December 2017, the banks would recover about Rs 2 lakh crore. But it’s already November and we know that recovery is eluding us and the process may take longer. Till then the banking system will starve for capital. According to RBI October to December report, the gross NPAs of PSBs are just under Rs 4 lakh crore, and they collectively account for 90% of such rotten apples in the country’s banking portfolio. In terms of net NPAs, their share is even higher—at 92% of the total bad loans reported so far in the banking system (1 crore=10million rupees).
Chasing the ‘Long Tail’
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas 
Published: October 2022

Abstract
E-commerce involves the transaction of goods and services, the transfer of funds, and the exchange of data. It draws on technologies like mobile commerce, electronic funds transfer, supply chain management, internet marketing, and online transaction processing. In recent days, on sudden, unexpected advent of Covid-19, e-commerce has reached a higher place in the world of digitalization. This case study highlights online shopping versus traditional marketing. It also highlights the products which were of less importance and less in demand by consumers until the Covid-19 pandemic situation, gained more demand by young entrepreneurs to showcase their products on online retailing marketplaces. The spread of online retailing has spawned many internet entrepreneurs hawking obscure or regionally known products. So when is the long tail market viable?
Liar, Liar—Is ‘Apple’ on Fire?
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas 
Published: October 2022

Abstract
In South Korea, Apple has said that as part of its next update, expected in March of 2018, it will give users the option to turn off the feature that slows down the older handsets. The firm has already reduced the price of any out-of-warranty iPhone 6 or later battery replacements, by more than half. Ian Morris, a Forbes Media contributor explains: Firstly, Apple will replace the batteries in older phones for a greatly reduced price. The company will drop this service from $79 to $29. This will apply to anyone who has an iPhone 6 or later and will be available for the next year—ending in December 2018. Secondly, the company says that it will provide more battery information from within iOS. This will give users a clear indication if it is the age of their battery that is causing them problems. For some users, it will simply be issues with apps. But the phone will make it clearer if a battery replacement would help or not. The third step is to look at how Apple manages the phones themselves. If the customer had an unexpected shutdown then he/she might find that a less than ideal way for your phone to work. So perhaps in future, we’ll see the iPhone sending notifications to warn that the battery in the device needs replacing. Or perhaps offering a choice of slowing down the max performance to get a bit more power—a bit like the existing power-saving mode. The explanation would’ve been acceptable before the issue arose or at the time of releasing updates that slowed devices. The explanation—forced by lawsuits, complaints, and information revealed by third parties—is inadequate. Temin says despite the bad software update process, very few users lost trust in Apple. However, when iPhone owners understood that the upgrades were planned to slow their devices, without even informing them, their trust just ‘vanished’.
Holding On and Letting It Go
Authors: Pawar V P , Kunte Bhagyashree , Tumuluri Srinivas 
Published: October 2022

Abstract
INFOSYS India R. Narayana Murthy is the legendary co-founder and retired chairman of Indian tech giant Infosys, in which he continues to hold a minority stake. Murthy stepped down as chairman in 2011 after 30 years with the company but returned in 2013 to hand over management to a professional CEO in 2014. In 2017, Murthy was in the news for raising concerns over alleged corporate governance lapses at Infosys, which the company denied. The controversy led to the CEO’s resignation and a board shake-up, which saw the return of retired co-founder Nandan Nilekani as non-executive chairman. This case discusses on the board room battles in Infosys (the Indian IT giant) including corporate governance issues.
Rich Owners and Their Poor Companies
Authors: Kanore Lalit , Masatkar Priti 
Published: October 2022

Abstract
The government of India Ministry of Finance says rich promoters of sick companies won’t be tolerated. But state-owned banks are to be blamed equally. Banking is a business and lenders take decisions which turn out to be wrong. This backing comes as loans worth lakhs of crores of rupees are turning bad or being restructured, leading to accusations of favouritism or of bankers conniving with promoters to siphon off funds. In the months/period to come, many rich businessmen could lose their mansions, private jets, yachts, luxury cars, artworks, and the diamonds adorning their wives’ fingers and earlobes. That’s because public opinion against ‘affluent promoters of sick companies’ has reached tipping point. And the Central bank (RBI) supported by the Securities and Exchange Board (SEBI) under the newly introduced Insolvency and bankruptcy clause have initiated stringent against the wilful defaulters of bank loans and advances. Hopefully this would put a break on the lavish and indifferent attitudes of their financial liabilities of many rich companies which starves the needy units of essential funds.
Café Coffee Day—On Way to Its Dooms Day?
Authors: Kanore Lalit , Masatkar Priti 
Published: October 2022

Abstract
The first Café Coffee Day outlet was opened in Bengaluru in 1996, with new vision—where coffee was more than just a beverage. Today, the subsidiary Coffee Day Global Limited has established the largest footprint of café outlets in India-spread across more than 200 cities. It all started in 2017, when the Coffee Day Enterprise’s offices in Bengaluru were raided in the search for undisclosed income by the IT department. The searches in a group involved in coffee, tourism, information technology, and other areas concluded with an admission of previously concealed income exceeding Rs 650 crore. The detection of undisclosed income is expected to be a much higher figure. The business model of CCD is very attractive and we all personally like the business model, but one drawback was debt-centric, which means a huge amount of debt investment is required to run the business. As earlier mentioned CCD business is always a profit business but that profit is not in a position to meet such debt. As they were in a heavy debt, they started taking short-term loans in the form of debentures with high interest rates to pay off their long-term debt. This resulted in more heavy debt burden.
More Pain Than Gain
Authors: Kanore Lalit , Masatkar Priti 
Published: October 2022

Abstract
The ultimate results of the phase one trade deal between China and the United States—and the trade war that preceded it—have significantly hurt the American economy without solving the underlying economic concerns that the trade war was meant to resolve, writes Ryan Hass and Abraham Denmark. The consequences that have followed in the wake of the economic clash have served to exacerbate bilateral relations. As a candidate in 2016, Donald Trump built his argument for the presidency around his claimed acumen as a dealmaker. As the 2020 election draws nearer, President Trump and his surrogates are doubling down on that assertion, including by calling attention to what he has deemed ‘the biggest deal ever seen’: the ‘phase one’ trade deal with China. The agreement reportedly includes a Chinese commitment to purchase an additional $200 billion in American goods above 2017 levels by the end of 2021. Six months after the deal was inked, the costs and benefits of this agreement are coming into clearer focus. Despite Trump’s claim that ‘trade wars are good, and easy to win’, the ultimate results of the phase one trade deal between China and the United States—and the trade war that preceded it—have significantly hurt the American economy without solving the underlying economic concerns that the trade war was meant to resolve. The effects of the trade war go beyond economics, though. Trump’s prioritization on the trade deal and de-prioritization of all other dimensions of the relationship produced a more permissive environment for China to advance its interests abroad and oppress its own people at home, secure in the knowledge that American responses would be muted by a president who was reluctant to risk losing the deal.
Re-engineering ‘Escorts’
Authors: Kanore Lalit , Masatkar Priti 
Published: October 2022

Abstract
Escort’s Ltd was not doing well in the market. The Rs 4,000 crore tractor maker, company involved in construction, railway equipment, and automobile parts too. To increase the profit of ‘Escort’, wooed some top-class talent to helm several strategic leaderships. And those talents are from Bajaj Auto, Tractors India, John Deere, and Bombardier, Tata, etc. Escorts took the steps to re-engage with the analyst/investor community too. The group also hired the investment advisor, who tried to concentrate on a core portfolio. For improving the Escort market they have now concentrated on higher horsepower (premium) segment. Now they ensure that three years from now, will be in premium segment.
Indian Business Case Studies Volume IV
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
Case Volume IV brings industry live into the classroom for management students and onto the desks of scholars, managers, and entrepreneurs for analysis, prognosis, and application in the real world business issues through very relevant and interesting case studies from Indian Business and Economy. The case studies are chosen ones from every management field, be it Business strategy, Human Resources Management, Finance, Marketing or Business operations management aspects. The case studies are on major transformative events in business environment and strategy that brought in disruptive changes like e-commerce, digitalization in every sector, be it Telecom, Banking, Insurance, or public sector are included as case studies in this case volume. The case volume includes Business Case Studies designed and developed based on current business and economic scenario in India both based on 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.
Maruti’s ‘Sanjeevani’
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
Maruti Suzuki, a leader in car production in India, has often faced troubles with agitation of workers. It has two plants, one in Gurgaon and another in Manesar both located in Haryana. The protest by workers at Maruti Manesar plant turned violent on 18 July 2012. Some 300 workers entered the premises, used rods, tools, and anything which they could grab to attack supervisors and managers. They bet them mercilessly and put the premises on fire. About 100 employees were severely injured and one senior HR manager Mr Awanish Kumar Dev was literally crippled and charred to death. The attack by workers was the worst of its kind and that too it happened in a place which is barely 45 km from NCR region. The incident shocked the whole nation and it is difficult to understand that the agitation can turn so violent in this century where host of mechanisms are available to amicably solve the issues between management and workers.
Bridging the Skill Gap in the Generation and Technology
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
As the dynamics of the workplace have changed with the evolution of technology, the change in generations has also impacted the organizational fabric. Organizations today comprise three distinct generations with different mindsets, aspirations, and ethos. Generation X consists of those born between 1961 and 1980, while generation Y consists of millennials, that is, those born between1981 and 1995. The youngest is the Gen Z comprising people born between 1996 and 2010. In India millennial account for nearly half of the working-age population, whereas Gen Z has just made its entry.
One Nation One Tax
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
The Impact and Relevance of the GST (One tax) Bill Goods and Services Tax will be instrumental in helping the GDP of India to grow by 2%. The GST also offers a solution to the multinationals as it breaks down the indirect tax structure into one single tax payable by the companies. Although the states have feared loss of fiscal powers, the Constitutional amendment bill has promised to solve this by giving compensation packages for three years for any kind of revenue loss. The bill has proposed to have GST council wherein all union and state ministers in charge of finance will be on an equal footing. It will also have a dispute settlement authority to mitigate the tensions between the centre and state smoothly. One main contention for the state in the GST is the inclusion of petroleum products. The current consensus on this is that the states will continue to levy sales tax/VAT on these with the exception of imports and inter-state trade. The main function of the GST is to transform India into a uniform market by breaking the current fiscal barrier between states. Thus the GST will facilitate a uniform tax levied on goods and services across the country. Currently, the indirect tax system in India is complicated with overlapping taxes levied by the Centre and the State separately. Framework of the GST will replace indirect taxes. The GST will have a ‘dual’ structure, which means it will have two components—the Central GST and the State GST. They will both have separate powers to legislate and administer their respective taxes. Thus equally empowering both. Taxes such as excise duty, service, central sales tax, VAT (value added tax), entry tax, or octroi will all be subsumed by the GST under a single umbrella. With passing of the GST bill, we can expect a climate of improved tax compliance. Thus, the GST will basically have only three kinds of taxes, Central, State, and another called the integrated GST to tackle inter-state transactions.
A Good Strategy for Growth?
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
Sun Pharmaceuticals Industries acquiring Ranbaxy Laboratories to be counted as a significant global supplier and leaders of generic medicine. Their deal has been strictly securitized by national and international regulators. Ranbaxy’s four plants were prohibited from selling drugs in USA for reporting false data of loss to seek approval from FDA. Ranbaxy being significantly valued was eyed by two equity funds and one MNC apart from Sun. Ranbaxy’s portfolio of India alone was $2 billion and with a merger valued at $3.2 billion. Ranbaxy’s export revenue is already under stress following regulatory woes in the United States, the company’s biggest export market. Sun Pharma’s efforts towards resolving Ranbaxy’s regulatory issues with the FDA can help the Mumbai-based drug maker reap lucrative results in the coming years. The giant joint venture needs to face the challenge of Competition Commission of India (CCI) approval as it is bigger in assets and turnover than the CCI limit to chalk out an existence in the domestic market.
‘One’ versus ‘Many’
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
Choice of umbrella or corporate branding as against product branding depends upon the nature and type of the product, how frequent is the requirement of changes in its features, design, etc. Each of the branding strategy has its own merits and demerits. The company has to decide which strategy is suitable for its products and its overall aptitude. With umbrella brands, one is investing in just a single brand and leveraging its equity across various categories. In the long run, one can economize advertising and new launch costs on the back of this investment. It is not always possible to make the parent brand reach out to every segment or category of consumer.
What Really Went Wrong with Snapdeal?
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
Beleaguered online marketplace Snapdeal is going through troubled breaks. Struggling to raise fresh capital, confuting against internal conflicts, once an e-commerce major Snapdeal has decided to stop all noncore actions, reduce costs, and handover pink slips to employees to turn cost-effective. Earlier Snapdeal was the second best alternative for people after Flipkart but the emergence and rapid growth of Amazon gave people a better alternative. When Amazon entered in 2016 with an additional $3 billion investment in India, it made clear its intention to dominate the Indian market and pose a massive challenge for home ground e-commerce companies, among which Snapdeal became extremely unhappy and didn’t keep up the tempo. Recently, the brand saw the brunt of Snapchat CEO’s ‘poor India’ comment and lost its brand image due to confusion. Previously the start-up had gone almost through the similar situation; getting blowback from Aamir Khan Controversy. Here, in this case study, we will get to know the mistakes made by Snapdeal, raising a valid question of what is wrong with the Indian start-up.
Future of the ‘Future Group’
Authors: Pachpande Priti , Bachhav Sham 
Published: October 2022

Abstract
To be, or not to be. the Hamletian dilemma has often dogged Future Group founder and CEO Kishore Biyani. He has often been candid about his ambitious plans, but hasn’t been able to walk the talk so far. Biyani’s announcements about his new ventures and exits from the existing ones, apart from fundraising to fuel future expansion, have only one thing in common—remarkable inconsistency. The present study is devoted to search for the probable causes of the financial crises faced by the conglomerate group. The study is intended to learn the areas where the decisions of the retail tycoon went wrong and the effect of inappropriate decisions on the organization. The study also highlights the present condition and the corona effect on the organization. This is probably the best example of ineffectual handling of finances, indecent assessment of financial and business risk and erroneous as well inconsistent portfolio management.
Determining Employee Training Needs
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh 
Published: October 2022

Abstract
Leig India Group is a multi—unit, multi—interest group with above Rs 500 crore turnover and has emerged as a well—diversified group with operations ranging from spinning, engineering to building materials. Despite being a public listed company, the major shareholders are the founder owners and the company is run like a family run business. The average age of the employees is 45 years and have been the organization for over a decade. The company ran into severe competitions which forced them relook at their HR policies. The case discusses the training need analysis, implementation and assessment designed by Leig Group. It asks pointed questions about the need for these tools, and the sufficiency of these tools and methods for keeping your employees relevant.
A Twist in the Tail
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh 
Published: October 2022

Abstract
Tata empire is a huge conglomerate from salt to software manufacturing, Tata Sons is the holding company of the group with two—thirds of shares held by various Tata family trusts. Mr Shapoorji Pallonji is the second—largest stakeholder in the Tata Group with 18.5% share in Tata Sons making them the largest individual shareholder in the holding company of the Tata empire. When Mr Pallonjis son Cyrus Mistry took over as the CEO of the TATA conglomerate, it was expected the transfer of power would be seamless, little did one anticipate the entire process to be one of chaos, difficulty and clash of ego, vision and generally the way one works. This is a classic case of board room conflicts getting out of hand. The friction started way back in 2014 with Mistry’s solo decision—making style, ignoring the Tata Sons board. Several of Mistry’s business decisions, such as the sale of Indian hotels in overseas and the move to shut down the UK steel operations, which has been highly criticized. During Mistry’s tenure as an executive chairman, dividend income (apart from TCS) declined continuously, but staff costs doubled. Indifference to these issues led to the dissatisfaction of the board thus leading to the ousting of Mr Mistry. This is a perfect case to discuss about corporate governance and leadership transfer and role of corporate laws.
Can ‘HORLICKS’ Be More Than a Health Drink?
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh 
Published: October 2022

Abstract
Horlicks is a very powerful brand associated strongly with the milk and health space. GSKCH’s health food drink (HFD) brands account for 58.6% by value and 65.1% by volume of a Rs 5,000—crore market, as per market researcher Nielsen for 2013. Horlicks was locally manufactured in India only since 1958, though it had been available via imports since the early 1900s. This is an apt case for strategic management which looks into the sustenance of the brand, the transformation scaling up on the target customers, and increasing the market base by introducing sub brands. Despite stiff competitions and some failures, the survival of the brand is the worth analysing and comparing with other brands at the same level.
Power of 10—‘Full Throttle’
Authors: Praveen Roopa , Aher Dilip , Anute Nilesh 
Published: October 2022

Abstract
The case deals with a specific sector in the VUCA (volatility, uncertainty, complexity, and ambiguity) market. The two—wheeler segment is a huge market in India dominated by ‘Bajaj’ for a long period before the entry of new players into the market. This case deals with this scenario of various players, uncertain as to what shall happen, every manufacturer wanting an international technically sound partner and not knowing how customer tastes can vary. The case takes you through the entry of brands like Hero and whether they were successful in the situation of VUCA. This case study of perfect for students of strategic management and marketing as well as practitioners to equip themselves in uncertain situations also for academicians for discussions in the classroom.