Pub Date : 2024-04-16DOI: 10.1177/09728201241241411
Varun Dawar, Arit Chaudhury
Abhay Khanna, an independent financial advisor based in Delhi, consistently seeks out companies with strong fundamentals and potential for long-term growth to benefit his clients. Recently, he assessed the financial records of Britannia Industries, a prominent Indian food company, wondering whether it might be undervalued in the current market. To assess this, he employed the widely used multi-stage dividend discount model to determine its intrinsic value. This involved forecasting Britannia Industries’ future financial statements and dividends, prompting Abhay to carefully consider various assumptions and predictions to identify a potentially undervalued investment opportunity. This scenario presents students with the role of equity research analysts tasked with evaluating Britannia Industries’ financial worth using dividend discount valuation techniques.
{"title":"Britannia Industries: A Valuation Dilemma","authors":"Varun Dawar, Arit Chaudhury","doi":"10.1177/09728201241241411","DOIUrl":"https://doi.org/10.1177/09728201241241411","url":null,"abstract":"Abhay Khanna, an independent financial advisor based in Delhi, consistently seeks out companies with strong fundamentals and potential for long-term growth to benefit his clients. Recently, he assessed the financial records of Britannia Industries, a prominent Indian food company, wondering whether it might be undervalued in the current market. To assess this, he employed the widely used multi-stage dividend discount model to determine its intrinsic value. This involved forecasting Britannia Industries’ future financial statements and dividends, prompting Abhay to carefully consider various assumptions and predictions to identify a potentially undervalued investment opportunity. This scenario presents students with the role of equity research analysts tasked with evaluating Britannia Industries’ financial worth using dividend discount valuation techniques.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"16 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140613851","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-04-04DOI: 10.1177/09728201241232739
Jawad Syed, Areeba Mumtaz
This case sheds light on the accomplishments and legacy of a Pakistani entrepreneur who rapidly established a business empire. Malik Riaz Hussain, the founder of Bahria Town, the largest privately held real estate development company in Pakistan, faced allegations of engaging in corrupt activities to sway the system in his favour. Additionally, he was actively engaged in philanthropic endeavours, frequently referring to Islamic principles of charitable giving. This case highlights the intricate and ambiguous nature of ethical conduct in business within a context where religious teachings hold significance despite the prevalent corruption problem.
{"title":"Business Success, Philanthropy and Scandals: The Controversial Legacy of Malik Riaz Hussain of Bahria Town?","authors":"Jawad Syed, Areeba Mumtaz","doi":"10.1177/09728201241232739","DOIUrl":"https://doi.org/10.1177/09728201241232739","url":null,"abstract":"This case sheds light on the accomplishments and legacy of a Pakistani entrepreneur who rapidly established a business empire. Malik Riaz Hussain, the founder of Bahria Town, the largest privately held real estate development company in Pakistan, faced allegations of engaging in corrupt activities to sway the system in his favour. Additionally, he was actively engaged in philanthropic endeavours, frequently referring to Islamic principles of charitable giving. This case highlights the intricate and ambiguous nature of ethical conduct in business within a context where religious teachings hold significance despite the prevalent corruption problem.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"49 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140579712","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-21DOI: 10.1177/09728201241231652
Pooja Gupta, Madhvi Sethi
In 2013, Alan Herrick, the CEO of Sapient, raised concerns with his HR leadership regarding the effectiveness of the existing performance management system (PMS). He tasked Kameshwari Rao, Vice President of People Strategy at Sapient India, with evaluating the current performance appraisal system, which relied on bell curving and forced ranking. Leading a core team, Rao explored alternative systems to replace the current one, eliminating the use of the bell curve.The team’s findings led to the proposal of a new approach named ‘enabling your potential’ (EYP), focusing on regular conversations throughout the year rather than a singular year-end effort for gathering and disseminating performance information. The EYP approach emphasized coaching and feedback. The case outlines the dilemma faced by Rao when confronted with feedback from various organizational stakeholders regarding the proposed EYP PMS. Rao must decide whether to persist with the bell curve system or adopt the proposed EYP approach.
{"title":"Transforming the Performance Management System at Sapient","authors":"Pooja Gupta, Madhvi Sethi","doi":"10.1177/09728201241231652","DOIUrl":"https://doi.org/10.1177/09728201241231652","url":null,"abstract":"In 2013, Alan Herrick, the CEO of Sapient, raised concerns with his HR leadership regarding the effectiveness of the existing performance management system (PMS). He tasked Kameshwari Rao, Vice President of People Strategy at Sapient India, with evaluating the current performance appraisal system, which relied on bell curving and forced ranking. Leading a core team, Rao explored alternative systems to replace the current one, eliminating the use of the bell curve.The team’s findings led to the proposal of a new approach named ‘enabling your potential’ (EYP), focusing on regular conversations throughout the year rather than a singular year-end effort for gathering and disseminating performance information. The EYP approach emphasized coaching and feedback. The case outlines the dilemma faced by Rao when confronted with feedback from various organizational stakeholders regarding the proposed EYP PMS. Rao must decide whether to persist with the bell curve system or adopt the proposed EYP approach.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"20 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-03-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140196263","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-15DOI: 10.1177/09728201231214890
Prashant Salwan, Shailesh Pandey, Rekha Attri
Alliances are cooperative business relationships in which two or more entities collaborate to achieve a common objective while maintaining their individual independence. An example of such an alliance is the partnership between Google and Reliance Jio Infocom Ltd. This strategic alliance was formed to address the prevailing market challenges and capitalize on the growth opportunities in the Indian smartphone market.Within this case, we delve into the strategic objectives that motivated Google and Jio to embark on this alliance, explore the growth strategies employed by both partners and assess the advantages gained from this partnership. Readers of this case study will gain insights into the significance of value creation and learn how markets can be shaped through innovative value propositions. Additionally, readers will be equipped to apply the VRIO framework, enabling them to evaluate how each strategic partner benefits from the addition of resources and capabilities, as well as to comprehend the critical success factors inherent in strategic alliances.
{"title":"Google and Jio: Tapping Growth Opportunities Through Strategic Alliance","authors":"Prashant Salwan, Shailesh Pandey, Rekha Attri","doi":"10.1177/09728201231214890","DOIUrl":"https://doi.org/10.1177/09728201231214890","url":null,"abstract":"Alliances are cooperative business relationships in which two or more entities collaborate to achieve a common objective while maintaining their individual independence. An example of such an alliance is the partnership between Google and Reliance Jio Infocom Ltd. This strategic alliance was formed to address the prevailing market challenges and capitalize on the growth opportunities in the Indian smartphone market.Within this case, we delve into the strategic objectives that motivated Google and Jio to embark on this alliance, explore the growth strategies employed by both partners and assess the advantages gained from this partnership. Readers of this case study will gain insights into the significance of value creation and learn how markets can be shaped through innovative value propositions. Additionally, readers will be equipped to apply the VRIO framework, enabling them to evaluate how each strategic partner benefits from the addition of resources and capabilities, as well as to comprehend the critical success factors inherent in strategic alliances.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"13 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140156407","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-08DOI: 10.1177/09728201241232207
Priyanka Priyadarshani, Kanagaraj Ayyalusamy
Essar Steel India Limited (ESIL) participated in an auction under the new Indian Insolvency and Bankruptcy Code (IBC) of 2016 to recover outstanding dues totalling ₹545,470 million owed to financial lenders and operational creditors. The acquisition process, initiated in August 2017, concluded in December 2019, with ArcelorMittal paying ₹420,000 million. This marked the resolution of a prolonged two-year legal dispute. Essar’s case served as a significant milestone in the implementation of the IBC 2016, establishing legal precedents such as the non-interference principle regarding commercial decisions made by the Committee of Creditors by the National Company Law Tribunal. The National Company Law Appellate Tribunal and the introduction of Section 29A were additional developments. The case aims to assess the motivations behind ArcelorMittal’s acquisition of ESIL, evaluate the appropriateness of ArcelorMittal’s approach and examine the impact of the protracted legal battle spanning two years on the deal.
{"title":"ArcelorMittal Steel’s Essar Acquisition: A Long Legal Battle with Ramifications","authors":"Priyanka Priyadarshani, Kanagaraj Ayyalusamy","doi":"10.1177/09728201241232207","DOIUrl":"https://doi.org/10.1177/09728201241232207","url":null,"abstract":"Essar Steel India Limited (ESIL) participated in an auction under the new Indian Insolvency and Bankruptcy Code (IBC) of 2016 to recover outstanding dues totalling ₹545,470 million owed to financial lenders and operational creditors. The acquisition process, initiated in August 2017, concluded in December 2019, with ArcelorMittal paying ₹420,000 million. This marked the resolution of a prolonged two-year legal dispute. Essar’s case served as a significant milestone in the implementation of the IBC 2016, establishing legal precedents such as the non-interference principle regarding commercial decisions made by the Committee of Creditors by the National Company Law Tribunal. The National Company Law Appellate Tribunal and the introduction of Section 29A were additional developments. The case aims to assess the motivations behind ArcelorMittal’s acquisition of ESIL, evaluate the appropriateness of ArcelorMittal’s approach and examine the impact of the protracted legal battle spanning two years on the deal.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"9 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-03-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140075197","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-03DOI: 10.1177/09728201231219084
Alka Rai, Sunil Maheshwari
The case is about a prominent Indian public sector power company involved in the entire power generation value chain, encompassing fossil, hydro, nuclear and renewable energy sources. The organization is geographically divided into eight zones/regions: Central Region, DBF Region, Western Region-I, Western Region-II, Eastern Region-I, Eastern Region-II, Northern Region and Southern Region.In a conversation between Mr Anuj Kapoor, the Director of HR at this major power company, and Ms Abhika Choudhary, a researcher and academician, the discussion revolved around implementing human resources shared services (HRSS) within the organization. Initially undertaken to address manpower optimization challenges within HR functions, the complete transformation of HR functions through shared services gave Mr Kapoor valuable insights. Reflecting on this journey during the meeting with Ms Choudhary, he explored the entire spectrum from idea generation to implementation, including navigating resistance to change and post-implementation feedback.While Ms Choudhary diligently recorded the discussion to gain practical insights into the technological intervention in organizational HR functions, the flow of the conversation encountered a hurdle when delving into one specific post-implementation feedback from employees. This feedback pertained to the dichotomy of face or faceless HR in the era of HRSS within the company.
{"title":"Transforming HR Functions Through Shared Service: Insights from Indian Public Sector Power Major","authors":"Alka Rai, Sunil Maheshwari","doi":"10.1177/09728201231219084","DOIUrl":"https://doi.org/10.1177/09728201231219084","url":null,"abstract":"The case is about a prominent Indian public sector power company involved in the entire power generation value chain, encompassing fossil, hydro, nuclear and renewable energy sources. The organization is geographically divided into eight zones/regions: Central Region, DBF Region, Western Region-I, Western Region-II, Eastern Region-I, Eastern Region-II, Northern Region and Southern Region.In a conversation between Mr Anuj Kapoor, the Director of HR at this major power company, and Ms Abhika Choudhary, a researcher and academician, the discussion revolved around implementing human resources shared services (HRSS) within the organization. Initially undertaken to address manpower optimization challenges within HR functions, the complete transformation of HR functions through shared services gave Mr Kapoor valuable insights. Reflecting on this journey during the meeting with Ms Choudhary, he explored the entire spectrum from idea generation to implementation, including navigating resistance to change and post-implementation feedback.While Ms Choudhary diligently recorded the discussion to gain practical insights into the technological intervention in organizational HR functions, the flow of the conversation encountered a hurdle when delving into one specific post-implementation feedback from employees. This feedback pertained to the dichotomy of face or faceless HR in the era of HRSS within the company.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"36 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-03-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140056591","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-19DOI: 10.1177/09728201231215534
Radhamohan Chebolu, Indu Perepu, K. B. S. Kumar, T. Sita Ramaiah
HBOS plc, a UK-based financial institution, initially appeared as a remarkable success story in the banking industry. 2001 marked a pivotal moment when Halifax and Bank of Scotland joined forces to create HBOS. For the subsequent six years, it achieved substantial double-digit profits, solidifying its position. In 2007, the bank’s market capitalization soared to an impressive £40 billion.While HBOS garnered accolades from analysts and brokers for its apparent success, beneath the surface, its business model proved susceptible to economic fluctuations due to what was identified as a flawed strategy and inadequate risk management practices. These critical shortcomings left the bank ill-prepared to navigate the global financial crisis. In October 2008, HBOS faced a severe crisis and ultimately merged with Lloyds Banking Group.This case delves into the intricacies of HBOS’s strategy, internal and external governance issues and the changing business environment. It serves as an invaluable tool for students seeking to comprehend the factors that led to the company’s downfall. Several pressing questions are raised, including the role of accounting improprieties, the effectiveness of the risk management system, internal governance and the inability of the board and auditors to foresee the impending challenges within the company.
{"title":"The Sinking of HBOS: An Invaluable Lesson to the Contemporary Banking and Finance Sector","authors":"Radhamohan Chebolu, Indu Perepu, K. B. S. Kumar, T. Sita Ramaiah","doi":"10.1177/09728201231215534","DOIUrl":"https://doi.org/10.1177/09728201231215534","url":null,"abstract":"HBOS plc, a UK-based financial institution, initially appeared as a remarkable success story in the banking industry. 2001 marked a pivotal moment when Halifax and Bank of Scotland joined forces to create HBOS. For the subsequent six years, it achieved substantial double-digit profits, solidifying its position. In 2007, the bank’s market capitalization soared to an impressive £40 billion.While HBOS garnered accolades from analysts and brokers for its apparent success, beneath the surface, its business model proved susceptible to economic fluctuations due to what was identified as a flawed strategy and inadequate risk management practices. These critical shortcomings left the bank ill-prepared to navigate the global financial crisis. In October 2008, HBOS faced a severe crisis and ultimately merged with Lloyds Banking Group.This case delves into the intricacies of HBOS’s strategy, internal and external governance issues and the changing business environment. It serves as an invaluable tool for students seeking to comprehend the factors that led to the company’s downfall. Several pressing questions are raised, including the role of accounting improprieties, the effectiveness of the risk management system, internal governance and the inability of the board and auditors to foresee the impending challenges within the company.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"14 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139955676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-06DOI: 10.1177/09728201231209868
K. Purani, Priya Premi, Joffi Thomas
This case focuses on the positioning strategy development for a new regional television channel of Maledia Broadcasting Network (MBN), a venture of the Kerala-based media group from India, Model Publication Trust. It also introduces the concept of perceptual maps for brand positioning and addresses brand extension. In 2011, MBN prepared to launch a Malayalam news channel. Samjad, Deputy CEO of the new company, faced the challenge of determining the channel’s positioning strategy. This task involved not only differentiation but also redefining competition in India’s dynamic and competitive broadcasting industry. The decision would impact marketing aspects such as the brand name and channel identity. This case offers opportunities to explore qualitative aspects of audience behaviour beyond competitive data, helping marketing students gain insights and analyse the competitive landscape in the industry to make strategic marketing decisions.
{"title":"Maledia Broadcasting: Getting Ready to Go on Air","authors":"K. Purani, Priya Premi, Joffi Thomas","doi":"10.1177/09728201231209868","DOIUrl":"https://doi.org/10.1177/09728201231209868","url":null,"abstract":"This case focuses on the positioning strategy development for a new regional television channel of Maledia Broadcasting Network (MBN), a venture of the Kerala-based media group from India, Model Publication Trust. It also introduces the concept of perceptual maps for brand positioning and addresses brand extension. In 2011, MBN prepared to launch a Malayalam news channel. Samjad, Deputy CEO of the new company, faced the challenge of determining the channel’s positioning strategy. This task involved not only differentiation but also redefining competition in India’s dynamic and competitive broadcasting industry. The decision would impact marketing aspects such as the brand name and channel identity. This case offers opportunities to explore qualitative aspects of audience behaviour beyond competitive data, helping marketing students gain insights and analyse the competitive landscape in the industry to make strategic marketing decisions.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"56 18","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139449479","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-01-06DOI: 10.1177/09728201231206005
Krishnan Jeesha, K. Purani
This case stems from a 2019 scenario at Caspar Technologies Pvt. Ltd., a rapidly growing digital marketing and automation service provider in India. CEO Jacob faced concern after presenting to a major client, Pragati, the founder of Villuvia.com, one of India’s top online jewellery brands. While email marketing had been a core strategy since the beginning, its return on investment had dwindled compared to social media advertising, exacerbated by a recent overhaul introducing a new digital marketing team. They excelled in social media but were new to email marketing software. Caspar Technologies unveiled cMercury, an AI-based technology to streamline email marketing campaigns. Although initial tests showed promise, it came at a five-fold cost compared to traditional email management software, which demanded extensive manual intervention. Jacob considered offering Villuvia a discount for the festive season but awaited Pragati’s decision. This would determine whether their budget would be allocated to email marketing, social media, or offline expansion. This case allows students to delve into email marketing intricacies, assess metrics and make quantitative evaluations. It also presents a platform for qualitative discussions on managerial dilemmas, like evaluating the digital team’s capabilities, prioritizing customer acquisition or retention and gauging the long-term viability of AI-powered email communication.
{"title":"cMercury: Finding Returns in Precision Marketing","authors":"Krishnan Jeesha, K. Purani","doi":"10.1177/09728201231206005","DOIUrl":"https://doi.org/10.1177/09728201231206005","url":null,"abstract":"This case stems from a 2019 scenario at Caspar Technologies Pvt. Ltd., a rapidly growing digital marketing and automation service provider in India. CEO Jacob faced concern after presenting to a major client, Pragati, the founder of Villuvia.com, one of India’s top online jewellery brands. While email marketing had been a core strategy since the beginning, its return on investment had dwindled compared to social media advertising, exacerbated by a recent overhaul introducing a new digital marketing team. They excelled in social media but were new to email marketing software. Caspar Technologies unveiled cMercury, an AI-based technology to streamline email marketing campaigns. Although initial tests showed promise, it came at a five-fold cost compared to traditional email management software, which demanded extensive manual intervention. Jacob considered offering Villuvia a discount for the festive season but awaited Pragati’s decision. This would determine whether their budget would be allocated to email marketing, social media, or offline expansion. This case allows students to delve into email marketing intricacies, assess metrics and make quantitative evaluations. It also presents a platform for qualitative discussions on managerial dilemmas, like evaluating the digital team’s capabilities, prioritizing customer acquisition or retention and gauging the long-term viability of AI-powered email communication.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"61 17","pages":""},"PeriodicalIF":0.2,"publicationDate":"2024-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139448861","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-12-18DOI: 10.1177/09728201231204447
Papiya De
On 18 November 2021, Paytm, India’s leading digital payments and financial services company, went public, but its shares were listed at a surprising 9% discount from the initial price. This underperformance of Paytm’s highly anticipated ₹183 billion IPO, the largest in India, stunned the market despite the BSE Sensex index hitting an all-time high in October 2021 with a 50% increase over the previous year. While other unicorns like Zomato (thirty-eight times oversubscribed) and Nykaa (nearly eighty-two times oversubscribed) saw tremendous success in the capital market, Paytm struggled on the stock exchange. This raised questions about why a prominent brand with 3.33 billion customers could not effectively engage with stakeholders and failed to excite investors as Zomato and Nykaa did. Raghavendra Das, a communications consultant seeking to work with Paytm, assessed the company’s communication strategy and shared insights with MD and CEO Vijay Shekhar Sharma. The big question now is, what steps should Paytm and Sharma take next?
{"title":"Paytm: Lack of a Cogent IPO Story?*","authors":"Papiya De","doi":"10.1177/09728201231204447","DOIUrl":"https://doi.org/10.1177/09728201231204447","url":null,"abstract":"On 18 November 2021, Paytm, India’s leading digital payments and financial services company, went public, but its shares were listed at a surprising 9% discount from the initial price. This underperformance of Paytm’s highly anticipated ₹183 billion IPO, the largest in India, stunned the market despite the BSE Sensex index hitting an all-time high in October 2021 with a 50% increase over the previous year. While other unicorns like Zomato (thirty-eight times oversubscribed) and Nykaa (nearly eighty-two times oversubscribed) saw tremendous success in the capital market, Paytm struggled on the stock exchange. This raised questions about why a prominent brand with 3.33 billion customers could not effectively engage with stakeholders and failed to excite investors as Zomato and Nykaa did. Raghavendra Das, a communications consultant seeking to work with Paytm, assessed the company’s communication strategy and shared insights with MD and CEO Vijay Shekhar Sharma. The big question now is, what steps should Paytm and Sharma take next?","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"26 33","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138965823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：