bluuebunny/crossref_metadata_2025_split huggingface dataset:
The Triumphant ‘Trikaya Coating Pvt Ltd’
Authors: Pachpande Sandeep , Pachpande Asha , Kulkarni J A 
Published: October 2022

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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

Abstract
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.