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Authors:Zainab Riaz Pages: 7 - 8 Abstract: Asian Journal of Management Cases, Volume 19, Issue 1, Page 7-8, March 2022.
Citation: Asian Journal of Management Cases PubDate: 2022-03-01T08:29:54Z DOI: 10.1177/09728201221084428 Issue No:Vol. 19, No. 1 (2022)
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Authors:Nittaya Wongtada Pages: 64 - 81 Abstract: Asian Journal of Management Cases, Volume 19, Issue 1, Page 64-81, March 2022. A team of three young entrepreneurs formed the Auroma Brewing Company (ABC) in November 2014 right after their graduation from the University of British Columbia, Canada. Their first product was a smart coffee maker which could brew coffee with high precision, allowing users to experiment with variations in the brew. After successfully raising funds online in January 2016, they moved to Shenzhen, China, to manufacture the device. The initially promised shipment date was August 2017, but—as of October 2017—the backer and pre-order buyers were still waiting for their smart coffee maker. The team had faced several obstacles in outsourcing parts to various manufacturers, which caused several delays in shipping the device to the backers who had supported their project through the crowdfunding platforms. After the first delay, about one-tenth of the backers withdrew their supports. After successive delays, the remaining backers became more agitated and questioned the team’s ability to deliver the smart coffee device successfully. Detecting the market potential of ABC’s device, a large company had proposed to acquire ABC’s technology. The team wondered whether they should accept the offer or if they should explore other opportunities. Citation: Asian Journal of Management Cases PubDate: 2022-03-01T08:29:54Z DOI: 10.1177/09728201211060679 Issue No:Vol. 19, No. 1 (2022)
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Authors:Amer Awan, Nasir Afghan Abstract: Asian Journal of Management Cases, Ahead of Print. Industrial radiography (IR) is an important application of radiation in which an ionizing radiation source is used to detect any cracks or hidden flaws within machinery and welding joints. A category-2 radioactive source (if not shielded properly, it can cause serious and potentially terminal health consequences) is used in IR. It can cause severe detrimental effects like burns if not used properly. There have been many IR related accidents worldwide which are also available on the International Atomic Energy Agency (IAEA) website. This case is written on two isolated events that happened in Pakistan within the same company (name changed) engaged in IR services within Pakistan. Alpha Industrial Services Limited’s (AISL) higher management was dealing with a prevailing financial crunch, and the company was struggling to maintain its quality of services and safety at an affordable cost. The leadership of the company made several decisions to manage the financial crisis. Citation: Asian Journal of Management Cases PubDate: 2022-06-06T12:06:02Z DOI: 10.1177/09728201221096933
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Authors:Sania Usmani, Ramayah Thurasamay Abstract: Asian Journal of Management Cases, Ahead of Print. This case study is about an entrepreneur and his journey from a zero-revenue company to a PKR 250 million (US$1.5 million) turnover company. This case study stipulates how he managed to create a distinctive position in the Pakistani textile market. It focuses on the transition from a small-scale business to a large-scale manufacturing business. It highlights the dilemma in decision-making for an entrepreneur to be adaptable to new technology and forward vertical integration. He was standing at the crossroads of what to do next with his 40-year-old company, Exclusive Textiles. This real-life case exemplifies the basic requirements for starting a business and understanding how businesses evolve with time. Citation: Asian Journal of Management Cases PubDate: 2022-06-06T12:05:36Z DOI: 10.1177/09728201221095903
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Authors:Arvind Shroff, Bhavin J. Shah Abstract: Asian Journal of Management Cases, Ahead of Print. With the population growing at such a fast pace, expected to reach 1.4 billion by 2022, and more than 70% reside in rural areas, effective healthcare service delivery serves as a primary challenge in India. Ayushman Bharat scheme was launched in 2018 by the Government of India to serve the requirement for comprehensive primary healthcare. This case provides an overview of Ayushman Bharat regarding its impact compared to cross-subsidized models like Aravind Eye Care System (AECS) and Narayana Hrudayalaya (NH) and completely free healthcare delivery by Sri Sathya Sai Sanjeevani Hospitals (SSSSH). The case outlines the background and the operational model and also emphasizes on core principles of its founders, which have translated into a massive success. The case aims to ignite a discussion on their dynamic execution approach and how these models will evolve if replicated in high-volume government schemes. The emerging discussion points are expected to challenge the conventional beliefs in the health delivery system and expose the major lacunae in implementation, which shrinks the impact of nationwide schemes. The purpose is to ignite a discussion on the differences in strategies and execution of government schemes like the National Health Mission compared to the highly impactful one-person visionaries like AECS, NH and SSSSH. The case is a classic example of the operations strategy coupled with ethics and social responsibility towards improving the health and wellness quotient in the state. Citation: Asian Journal of Management Cases PubDate: 2022-06-02T04:23:47Z DOI: 10.1177/09728201221099343
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Authors:Ateeq Abdul Rauf Abstract: Asian Journal of Management Cases, Ahead of Print. This case looks into an incident that took place in Lahore, Pakistan, in 2017, when Masheer Rai from Fahm-ul-Halal (FUH) company found E120, a prohibited ingredient, on the label of a Sweeter strawberry juice drink bottle. He sent a WhatsApp message that quickly went viral. In response to the message, Rai received a phone call from Taqwa Industries, the juice manufacturer. Rai was told it was a labelling error, but the manufacturer did not have the documents to back the story. The management of both the companies met, but the FUH group was not satisfied with the outcome of the meeting and began contemplating their next move. The case can potentially be a benchmark for understanding the problems of adopting halal certification and ethical conduct in the food industry. Citation: Asian Journal of Management Cases PubDate: 2022-06-02T04:23:09Z DOI: 10.1177/09728201221097769
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Authors:Abhijit Majumder, Piyali Ghosh, Ankita Bhongade Abstract: Asian Journal of Management Cases, Ahead of Print. National Power Limited (NPL) was a public sector undertaking of the Government of India under the Ministry of Power, having a total generating capacity of 4,860 megawatts of coal-based thermal power. NPL had seven power plants in operation across three states in the northern part of the country, with 8,212 employees.The case describes an appointment of a non-executive post at a power-generating plant of NPL, which is referred to as the Chandanpur unit. This appointment was made to honour an unprincipled demand by the Minister of Forestry and Environment of the concerned state government. The matter got exposed through a complaint received by the Vigilance Department of NPL. The manager of the coal handling department of the Chandanpur unit had lodged the complaint, mentioning the possibility of anomalies in the appointment.On verification, it was found out that the executive director of the Chandanpur unit had appointed a person in the highest supervisory post of that unit by flouting all rules and guidelines of recruitment in the organization. Anomalies included not taking approval for upgradation of the offer made initially, interviewing directly without holding any written test and changing the minimum eligibility criterion for the post. All this was a major breach of Article 14 of the Constitution of India, which confers the right to equality to a citizen of India as a fundamental right.Based upon findings of the investigation report, the culpability established in the irregularity and gross violation of the established rules of NPL, major disciplinary proceedings were initiated against all the involved officials and the appointee. Since it was a criminal case, it was also referred to the Federal Investigating Agency for further investigation and prosecution of the offenders. All NPL executives involved, and the appointee was implicated, though no culpability could be established against the Minister or his confidential assistant. Citation: Asian Journal of Management Cases PubDate: 2022-05-05T05:30:40Z DOI: 10.1177/09728201221080682
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Authors:Jishnu Bhattacharyya, Manoj Kumar Dash, Soumyadeep Kundu, Shivam Sakshi, Kamalika Bhattacharyya, Karina Bhatia Kakkar Abstract: Asian Journal of Management Cases, Ahead of Print. The case is about the coronavirus disease 2019 (COVID-19) pandemic, and India’s ‘midstream’ social marketing strategies and other strategic approaches to battle the notorious virus, the first known case of which was identified in Wuhan, China, in December 2019. The art and science of social marketing were exploited to promote a healthy lifestyle as a precautionary measure against COVID-19 infection through non-pharmaceutical interventions. Social marketing campaigns promoting healthy behaviour, improving psychological health and ensuring mass well-being were implemented to manage the huge Indian population in the metro cities as well as in the remotest communities in villages during the pandemic. The case study discusses the health intervention and promotion strategies and other preparedness adopted by various stakeholders in India. The case study also discusses the history and experience of severe past health threats in India and what those experiences contributed to India’s preparedness. The crisis worsened when the citizens could not cope with psychological and economic problems; a section of the population disobeyed the government guidelines. The government faced capacity and resource constraints. The case study ends with a dilemma on whether to continue with the lockdown efforts or ease restrictions. The government needs to decide on strategies to ensure the well-being of its citizens and ways to manage citizens and businesses of all forms. The consequence of the decision had huge economic, health as well as governance implications. The case study will provide practitioners with reference to the potential of social marketing and other crisis management strategies to address a complex problem featured with aleatory as well as epistemic uncertainty. The case study is timely and may serve as a reference to the rest of the world as an example to deal with similar problems at an industrial scale. Citation: Asian Journal of Management Cases PubDate: 2022-04-18T06:36:13Z DOI: 10.1177/09728201221080712
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Authors:Afaf Khalid, Ghufran Ahmad Abstract: Asian Journal of Management Cases, Ahead of Print. The case study on Airblue chronicles the events that led to the biggest plane crash in the aviation history of Pakistan. Airblue flight 202 destined from Karachi to Islamabad crashed while attempting to land under adverse weather conditions. The flight carried 146 passengers and 6 crew members; all died in the crash. Later investigations identified gross errors in judgment and decision making by the cockpit crew and unprofessional attitude as the sole cause of the crash.The case study documents the events that unfolded prior to the crash and identifies a number of major factors that are important while communicating and making decisions under critical situations. It touches upon the themes of superior-subordinate communication and relationships, empowerment, sense of responsibility under life-threatening situations, making sense of crises, the role of initiative, self-confidence, and reliance on others. The case is suitable to be taught on topics dealing with communication, decision making, teamwork, and leadership in crises, at the graduate level (MBA) and in executive training courses on team building, leadership and crisis management. It highlights the situations which emerge as crises and where teamwork is paramount for the effective achievement of goals. Furthermore, it focuses on the possible relapses when effective teamwork and communication are not in play. Citation: Asian Journal of Management Cases PubDate: 2022-04-18T06:35:15Z DOI: 10.1177/09728201221074892
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Authors:Siddhesh S. Soman, Krunal K. Punjani Abstract: Asian Journal of Management Cases, Ahead of Print. In 1992, Naresh Goyal started on a journey to build the best airline in India, Jet Airways. With rising market share and revenues, Jet Airways began climbing up the ladder of success. It gradually became one of the household names in the Indian aviation sector. In 2005, it came up with an initial public offering (IPO) to reach greater heights with large investments from the funding raised. A ‘paradigm shift’ in the Indian airline business came in 2006 with the increased competition and entry of low-cost carriers. The rise in the competition impacted Jet’s turnover, which was ultimately reflected in the diminishing profitability margins. With a series of industry challenges and questionable managerial decisions, Jet became a debt-ridden and loss-making enterprise from being one of the leaders in the aviation sector. Eventually, in April 2019, Jet Airways temporarily ceased its operations because of a lack of funding available to sustain it. The consortium of lenders, led by State Bank of India (SBI), faced a serious dilemma; whether to revive the airline by looking for potential investors or declare Jet bankrupt and begin the bankruptcy proceedings. Citation: Asian Journal of Management Cases PubDate: 2022-04-15T02:02:20Z DOI: 10.1177/09728201221080692
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Authors:Vajjhala Venkata Gopal, Harisankar Muralidharan, K S Venugopal Rao, Jyothi Ch Abstract: Asian Journal of Management Cases, Ahead of Print. Marketing entails challenges. It is even more challenging in developing markets such as India. This case revolves around the challenges faced by a relatively new entrant in the Indian home furnishings market—Zyne. Launched in 2010 and managed by Raman, a third-generation entrepreneur, the case revolves around the opportunities and challenges faced by Zyne and the options it has for effectively positioning itself in the competitive home furnishing market.The company faces a host of challenges in its quest for expanding its market presence. The market for home furnishings is growing but is highly fragmented, with many small and fringe players in the fray. Zyne must ensure good product quality, competitive pricing, higher promotional expenditures and an effective channel strategy to succeed in such a market. It must also extend its channel reach to more prospective markets. As the market matures, new entrants will enter as the investments needed to enter this market are relatively low, and many companies depend on cheaper imports. The company is at a crossroads and plans to establish itself alongside more established rivals such as Bombay Dyeing. Given the backdrop, Raman, armed with an MBA degree, does not want to let go of the opportunity and wishes to assess three options: (i) enter into alliances with international brands and gain entry into more established retail channels, (ii) review and revamp its distribution network and (iii) enhance investments at point of viewing in retail outlets and train the sales personnel in stores to push the Zyne brand. Citation: Asian Journal of Management Cases PubDate: 2022-04-11T02:54:04Z DOI: 10.1177/09728201221080720
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Authors:Sakhhi Chhabra, Ritu Chhikara, Ruchi Garg Abstract: Asian Journal of Management Cases, Ahead of Print. Laxman and Joel, managing directors of Lakshya Foods India Ltd., faced a positioning issue for their milk brand. The young entrepreneurs had acquired a stake from Mr Redu, the founder and owner of Lakshya, a regional dairy company based out of Haryana, India, in 2012. While designing their annual marketing plan for 2019, they were not able to figure out what made Lakshya different from its competitors.The dairy market dynamics were changing with varying consumption patterns, people becoming more health-conscious, a rise in disposable income and consumer demand for variety in the product range. Due to these changes, the competition was growing intense in the dairy business. From renowned national brands such as Amul, Mother dairy, Madhusudan etc., establishing foothold to various app-based online milk vendors such as Daily Ninja, Milk Basket and Country Delight entering dairy space, everyone was fighting for more market share. There was a substantial unorganized market that had a loyal customer base. Different brands were using different value propositions to compete in the market, such as quality, purity or attractiveness of the packaging to pull consumers. The two young entrepreneurs were unsure about what would work better with the Indian buyers; purity, freshness, taste or health. These milkpreneurs wanted to convey a proposition that was deeper and moved Lakshya from mundane milk to a preferred choice of every household.Until now, there was no clear communication strategy, and various channels were used at any time of the year to reach customers, which led to target bullets in the air and wasting marketing effort. They wanted to make Lakshya a national dairy brand, but they were uncertain how to differentiate their dairy brand. They had to decide a value proposition that would help Lakshya position itself firmly in the dairy market. Citation: Asian Journal of Management Cases PubDate: 2022-04-01T08:02:42Z DOI: 10.1177/09728201221080711
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Authors:Nakul Parameswar, Sanjay Dhir Abstract: Asian Journal of Management Cases, Ahead of Print. Delhivery started in 2011 and was a key player in the Indian e-commerce logistics industry. It was ranked number one in terms of the number of shipments handled. The brainchild of Sahil Barua and Suraj Saharan, Delhivery began as a last-mile delivery partner of restaurants in Gurugram and, over the years, grew along with the e-commerce boom in India. The case provides a detailed note of Delhivery’s evolution from 2011 to 2019, especially focusing on the multifaceted development of Delhivery not limited to e-commerce delivery but also its initiative in building an ecosystem for e-commerce firms to operate in India. The competition was intensifying in the e-commerce logistics industry, and Delhivery was contemplating how it should sustain its competitive advantage, contain its losses and break-even at the earliest. Citation: Asian Journal of Management Cases PubDate: 2022-04-01T08:02:25Z DOI: 10.1177/09728201221080684
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Authors:Waheed Ali Umrani, Rukhman Solangi, Manzoor Mirani, Umair Ahmed, Muhammad Azeem Abro Abstract: Asian Journal of Management Cases, Ahead of Print. This case study examines the establishment of a small-scale business, Sindh Fruit Traders, owned by Mr Imtiaz and Mr Tehseen. The saturated local market condition is compelling them to look at export markets as means of expansion. The core challenges they face are identifying and selecting an appropriate export country and making the necessary preparations for the expansion. All these decisions have to be made before the next harvest season in July 2017.This case study describes in detail the dates business in Khairpur, Pakistan. It provides information about how an individual commences business at a small scale and then expands with time by learning the techniques of the business.This case also explains the local trading of crops and traditional ways of conducting business in the date market of Khairpur and looks into ways in which research should be conducted to expand the business for exports. After discussion, the students will be able to understand the production and sales business of dates in general. More specifically, the students will understand how entrepreneurs are attracted to a business, what role research can play in making informed decisions, and the potential means to expand a local business into an international venture. Citation: Asian Journal of Management Cases PubDate: 2022-03-29T04:58:38Z DOI: 10.1177/09728201211063679
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Authors:Faheem Bukhari, Saima Hussain, Muhammad Zaki Rashidi, Sara Khurram Abstract: Asian Journal of Management Cases, Ahead of Print. Marketing mix strategy plays an important role and serves as a road map for achieving organizational and marketing objectives. An effective marketing mix in the food brand segment strengthens the product’s image, recognition, perception and market share by offering superior value to its customers. The purpose of this case study was to review the marketing mix strategy of a local spice brand with a focus on the bottom of the pyramid (BOP) customers. The case revolved around many questions, encompassing several aspects related to brand marketing, marketing mix strategies, communication and brand distribution, and the company’s core values and vision and its alignment with the mission. The data for this case study were acquired from secondary sources. The information set highlighted the marketing mix and raised questions regarding the underlined challenges faced by the brand for penetrating and maintaining its presence in the market. Citation: Asian Journal of Management Cases PubDate: 2022-03-08T12:20:15Z DOI: 10.1177/09728201211043168
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Authors:Gaurika Singh, Gayatri Madhusudan, Gaurav Singh Chauhan Abstract: Asian Journal of Management Cases, Ahead of Print. On March 18, 2019, Larsen & Toubro (L&T) made an open offer to buy up to a 31% stake in Mindtree (MT), which was among the top 10 information technology (IT) companies in India. L&T had already purchased the 20.41% stake that V. G. Siddhartha (VGS), the largest individual investor in Mindtree, was looking to sell. Mindtree’s promoters felt that the acquisition by L&T would add no value for the shareholders of the company. They had considered the option of buying VGS’s stake and had discussions with suitors who had shown interest in the same. The latter included PE firms such as Kohlberg Kravis Roberts & Co. (KKR) and Baring PE Asia. However, in the end, L&T ended up buying the stake given the price it was willing to offer and the good relationship that its CEO, S. N. Subrahmanyan had with VGS. This led to the first hostile takeover in the Indian IT Industry.The struggle between L&T and Mindtree’s founders left investors in a lurch. While Mindtree’s promoters released a statement stating that L&T’s offer was value-destructive for shareholders, they could not provide any better alternatives. As the founders and L&T continued to lock horns, the investor needed to decide whether L&T had offered a fair deal. Citation: Asian Journal of Management Cases PubDate: 2022-02-14T02:19:31Z DOI: 10.1177/09728201211055589
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Authors:Mohsin Bashir, Khalid Mirza First page: 39 Abstract: Asian Journal of Management Cases, Ahead of Print. The events described in this case took place in the year 2010 at Karachi Stock Exchange. Mr Zubyr Soomro, the Chairman of the Board of Directors of KSE, was elected out of the minority pool of independent, non-broker members nominated by the apex regulator, Securities and Exchange Commission of Pakistan (SECP). He found himself caught in a sticky siutation with the board’s elected members over replacing a financial instrument called badla financing or carry-over transaction (COT) with margin financing. Due to pre-existing governance issues within the board, this disagreement turned into a huge conflict leading to demands for the removal of the chairman. The conflict started when Mr Soomro voiced his concerns about the hefty risk inherent in badla financing due to the way it was implemented. The elected brokers who were a majority in the board felt quite strongly that the chairman had gone beyond his authority to intervene in this matter. As the broker community came together to pressurize the chairman to vacate his position, Soomro deliberated the avenues available to him and shortlisted two possible routes. He could either go public with his narrative, using the media to carefully construct a narrative that would point out the pitfalls in badla or he could proceed with a dignified resignation from his post. Citation: Asian Journal of Management Cases PubDate: 2022-02-14T02:13:25Z DOI: 10.1177/09728201221074983
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