Pub Date : 2023-12-18DOI: 10.1177/09728201231195441
Ardhendu Shekhar Singh, N. Bharti, Prabhat Kumar
Addressing food security is a critical priority for development, particularly in India, where crop productivity is low and post-harvest losses reach 35%–40%, which is a considerable burden. One significant reason for these losses is the lack of storage facilities, especially in rural areas of Bihar. Micro-warehouse (MWH) company, recognizing this issue, took the initiative of introducing micro-warehouses as a solution. They focused on dealing with three commodities: paddy, maize and wheat, and also facilitated the connection between processors and farmers for selling their produce. This approach of micro-warehousing gained attention from investors, leading to funding for scaling up operations. The success of MWH company raises an important question: Can micro-warehousing be a viable strategy to address agriculture storage challenges in India? The founder of the company, considering this achievement, now contemplates expanding the business to other states.
{"title":"Is Micro-warehousing a Solution to Agricultural Commodity Storage?","authors":"Ardhendu Shekhar Singh, N. Bharti, Prabhat Kumar","doi":"10.1177/09728201231195441","DOIUrl":"https://doi.org/10.1177/09728201231195441","url":null,"abstract":"Addressing food security is a critical priority for development, particularly in India, where crop productivity is low and post-harvest losses reach 35%–40%, which is a considerable burden. One significant reason for these losses is the lack of storage facilities, especially in rural areas of Bihar. Micro-warehouse (MWH) company, recognizing this issue, took the initiative of introducing micro-warehouses as a solution. They focused on dealing with three commodities: paddy, maize and wheat, and also facilitated the connection between processors and farmers for selling their produce. This approach of micro-warehousing gained attention from investors, leading to funding for scaling up operations. The success of MWH company raises an important question: Can micro-warehousing be a viable strategy to address agriculture storage challenges in India? The founder of the company, considering this achievement, now contemplates expanding the business to other states.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" 19","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138964433","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: 10.1177/09728201231203798
Shalini Aggarwal, Mohammad Rishad Faridi, Chandra Prakash Garg
Rohit Prashar, director of Globate 360 Solutions Private Limited, a Chandigarh-based third-party logistics company with a global presence, faced a pivotal challenge on 25 August 2020. He secured a project to transport 200 consignments of crucial medical equipment for COVID testing machines to multiple locations in north-eastern states, Kashmir and Leh, India. This project was awarded by a US-based freight forwarding company authorized by The Indian Council of Medical Research. It was a prestigious achievement, hard-won through extensive negotiations during the national lockdown. However, he knew that the real battle had just begun. The stringent government restrictions during the COVID-19 lockdown added complexity. The consignments had to be transported delicately to maintain the testing equipment’s accuracy, necessitating minimal jolts. Deciding between air and road transport posed another challenge. Furthermore, he grappled with the choice between a multinational company with a premium price tag and a regional player with more budget-friendly options. Securing skilled labour was an ongoing concern. In this predicament, he sought cost-effective solutions for each shipment, strategizing to minimize costs while delivering top-notch service to his clients.
{"title":"Globate 360 Solutions: Test on the Wheels","authors":"Shalini Aggarwal, Mohammad Rishad Faridi, Chandra Prakash Garg","doi":"10.1177/09728201231203798","DOIUrl":"https://doi.org/10.1177/09728201231203798","url":null,"abstract":"Rohit Prashar, director of Globate 360 Solutions Private Limited, a Chandigarh-based third-party logistics company with a global presence, faced a pivotal challenge on 25 August 2020. He secured a project to transport 200 consignments of crucial medical equipment for COVID testing machines to multiple locations in north-eastern states, Kashmir and Leh, India. This project was awarded by a US-based freight forwarding company authorized by The Indian Council of Medical Research. It was a prestigious achievement, hard-won through extensive negotiations during the national lockdown. However, he knew that the real battle had just begun. The stringent government restrictions during the COVID-19 lockdown added complexity. The consignments had to be transported delicately to maintain the testing equipment’s accuracy, necessitating minimal jolts. Deciding between air and road transport posed another challenge. Furthermore, he grappled with the choice between a multinational company with a premium price tag and a regional player with more budget-friendly options. Securing skilled labour was an ongoing concern. In this predicament, he sought cost-effective solutions for each shipment, strategizing to minimize costs while delivering top-notch service to his clients.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"141 4","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-12-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138965024","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 : 2023-12-13DOI: 10.1177/09728201231196371
Mona Ratnesh, J. Vardhan, Madhuri Mahato
The case describes the journey of one of the most ambitious public sector undertakings, Heavy Engineering Corporation Limited (HECL), in the earlier unified state of Bihar, India. Despite being a leading manufacturer and supplier of capital equipment and experiencing growth in the initial years, the company incurred losses for over 17 consecutive years. In the year 2006–2007, the company briefly bounced back to profits, but those revival hopes faded within five years, leaving the company in dire need of an immediate strategic rethink and a complete overhaul. This case specifically focuses on the problems and challenges faced by the cash-strapped public sector enterprise, HECL. It addresses issues such as its negative net worth, the rising wage and incentive bills of its employees, declining product competitiveness at the global level and other persistent financial difficulties and bureaucratic hurdles that created inflexibilities in decision-making. The need for agile and lean management approaches that could increase overall organizational performance, efficiency and value deliverables was also explored.
{"title":"The Decision Dilemma: Disinvestment or Turnaround?","authors":"Mona Ratnesh, J. Vardhan, Madhuri Mahato","doi":"10.1177/09728201231196371","DOIUrl":"https://doi.org/10.1177/09728201231196371","url":null,"abstract":"The case describes the journey of one of the most ambitious public sector undertakings, Heavy Engineering Corporation Limited (HECL), in the earlier unified state of Bihar, India. Despite being a leading manufacturer and supplier of capital equipment and experiencing growth in the initial years, the company incurred losses for over 17 consecutive years. In the year 2006–2007, the company briefly bounced back to profits, but those revival hopes faded within five years, leaving the company in dire need of an immediate strategic rethink and a complete overhaul. This case specifically focuses on the problems and challenges faced by the cash-strapped public sector enterprise, HECL. It addresses issues such as its negative net worth, the rising wage and incentive bills of its employees, declining product competitiveness at the global level and other persistent financial difficulties and bureaucratic hurdles that created inflexibilities in decision-making. The need for agile and lean management approaches that could increase overall organizational performance, efficiency and value deliverables was also explored.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"78 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139004458","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 : 2023-12-13DOI: 10.1177/09728201231189949
Manoj Gour Chintaluri, Bala Subramanian R., Archana Choudhary
This case illustrates the importance of organizational justice, interpersonal skills and the importance of having a fair and transparent promotion policy for its employees. It also emphasizes the need to have proper employee retention and promotion plans. The case is about the lack of the team members’ confidence in their new boss Navin who was amongst them till a few months ago. It discusses how Navin, the newly promoted area sales manager from the sales manager position, cannot handle his team effectively. He was promoted as a retention tool so that he does not quit after he tendered his resignation to join the competitor’s organization. His boss Stephen had found him good in his present job and decided to retain him, knowing little about its repercussions. He also did not judge the suitability and ability of Navin to lead a team. After Navin’s promotion, his colleagues found that he had developed a superiority complex and did not behave properly with them. All this led to a lot of disharmony and resentment amongst the team members leading to dysfunctional consequences.
{"title":"Team Member’s Promotion: Injustice or Promotion in Haste?","authors":"Manoj Gour Chintaluri, Bala Subramanian R., Archana Choudhary","doi":"10.1177/09728201231189949","DOIUrl":"https://doi.org/10.1177/09728201231189949","url":null,"abstract":"This case illustrates the importance of organizational justice, interpersonal skills and the importance of having a fair and transparent promotion policy for its employees. It also emphasizes the need to have proper employee retention and promotion plans. The case is about the lack of the team members’ confidence in their new boss Navin who was amongst them till a few months ago. It discusses how Navin, the newly promoted area sales manager from the sales manager position, cannot handle his team effectively. He was promoted as a retention tool so that he does not quit after he tendered his resignation to join the competitor’s organization. His boss Stephen had found him good in his present job and decided to retain him, knowing little about its repercussions. He also did not judge the suitability and ability of Navin to lead a team. After Navin’s promotion, his colleagues found that he had developed a superiority complex and did not behave properly with them. All this led to a lot of disharmony and resentment amongst the team members leading to dysfunctional consequences.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"125 S178","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-12-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139006348","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 : 2023-12-07DOI: 10.1177/09728201231202614
M. A. Rana
Set in a rural, tribal district of Pakistan in the 1990s, this case examines the tension between utilitarian and libertarian principles faced by public administrators in their everyday work. The settlement of a bloody tribal feud hinged upon returning a young girl who had recently married a man from another tribe to her parents. Ahsan, the area administrator, must decide whether to forcibly return the girl to her tribe for immediate remarriage or to let her go with her husband. His dilemmas differ from those that the senior officials face, and this divergence is at the root of the failure to control the feud administratively. To comply with orders and pursue a career, public officials, in this case, their personal kindness notwithstanding, adopt strategies that have extreme consequences for citizens. Evil is more banal than we think.
{"title":"To Kill a Mockingbird: Bentham and Locke in Gambat, Pakistan","authors":"M. A. Rana","doi":"10.1177/09728201231202614","DOIUrl":"https://doi.org/10.1177/09728201231202614","url":null,"abstract":"Set in a rural, tribal district of Pakistan in the 1990s, this case examines the tension between utilitarian and libertarian principles faced by public administrators in their everyday work. The settlement of a bloody tribal feud hinged upon returning a young girl who had recently married a man from another tribe to her parents. Ahsan, the area administrator, must decide whether to forcibly return the girl to her tribe for immediate remarriage or to let her go with her husband. His dilemmas differ from those that the senior officials face, and this divergence is at the root of the failure to control the feud administratively. To comply with orders and pursue a career, public officials, in this case, their personal kindness notwithstanding, adopt strategies that have extreme consequences for citizens. Evil is more banal than we think.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"17 12","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138591399","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 : 2023-11-14DOI: 10.1177/09728201231196964
Dipali Krishnakumar, Madhvi Sethi
The case highlights the bankruptcy case of Kwality Limited, a significant Indian dairy company. Haldiram Snacks submitted a final bid of ₹1.45 billion to the Committee of Creditors for Kwality Limited, which is currently undergoing bankruptcy proceedings LiveMint (2019). This bid, a slight increase from their earlier rejected bid of ₹1.42 billion, has raised concerns due to its inadequate coverage of the company’s substantial outstanding debt of ₹19 billion Despite extensions, Haldiram Snacks remains the sole bidder, presenting a resolution plan under the Indian Insolvency and Bankruptcy Code (2016). The bankruptcy process was initiated in 2018 by financial creditors KKR India Financial and Punjab National Bank. The bid’s insufficiency, covering less than 10% of the debt, prompts reflections on overlooked warning signs and preventive strategies for the future. The larger context of the Indian dairy industry is provided, highlighting significant production and consumption figures, the growing organized dairy sector and the demand for value-added products. Kwality’s growth and expanding farmer network are briefly touched upon. The case overviews Kwality Limited’s bankruptcy, Haldiram Snacks’ bid, the company’s history and performance, and the broader Indian dairy industry landscape. It underlines the bid’s shortfall in comparison to the outstanding debt and raises pertinent questions about the company’s downfall and preventive measures moving forward.
{"title":"The Dairy Meltdown","authors":"Dipali Krishnakumar, Madhvi Sethi","doi":"10.1177/09728201231196964","DOIUrl":"https://doi.org/10.1177/09728201231196964","url":null,"abstract":"The case highlights the bankruptcy case of Kwality Limited, a significant Indian dairy company. Haldiram Snacks submitted a final bid of ₹1.45 billion to the Committee of Creditors for Kwality Limited, which is currently undergoing bankruptcy proceedings LiveMint (2019). This bid, a slight increase from their earlier rejected bid of ₹1.42 billion, has raised concerns due to its inadequate coverage of the company’s substantial outstanding debt of ₹19 billion Despite extensions, Haldiram Snacks remains the sole bidder, presenting a resolution plan under the Indian Insolvency and Bankruptcy Code (2016). The bankruptcy process was initiated in 2018 by financial creditors KKR India Financial and Punjab National Bank. The bid’s insufficiency, covering less than 10% of the debt, prompts reflections on overlooked warning signs and preventive strategies for the future. The larger context of the Indian dairy industry is provided, highlighting significant production and consumption figures, the growing organized dairy sector and the demand for value-added products. Kwality’s growth and expanding farmer network are briefly touched upon. The case overviews Kwality Limited’s bankruptcy, Haldiram Snacks’ bid, the company’s history and performance, and the broader Indian dairy industry landscape. It underlines the bid’s shortfall in comparison to the outstanding debt and raises pertinent questions about the company’s downfall and preventive measures moving forward.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"31 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134953816","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 : 2023-11-05DOI: 10.1177/09728201231204115
Sheetal Kapoor, Eugene Sivadas
Apna Store, a family-owned ‘kirana’ neighbourhood grocery store in suburban New Delhi, India, offers a diverse selection of 15,000 products. This case revolves around its owner, Mr Jagmohan Trehan, who faces a pivotal decision due to the ongoing COVID-19 pandemic: whether to revamp the store’s product range and venture into e-commerce. The pandemic has dramatically altered consumer behaviour, with a surge in online grocery shopping. E-commerce vendors’ enticing promotions and the entry of Reliance Jio with a unique business model have presented opportunities and challenges to Mr Trehan and the kirana store industry, the backbone of India’s retail sector. In March 2020, the pandemic prompted panic buying and shifts in consumer preferences, compelling Apna Store to adapt during the lockdown. As online grocery shopping gained traction, the idea of entering e-commerce emerged, but with reservations. In April 2021, as India faced another pandemic wave, consumers became more comfortable with online grocery shopping, and e-commerce operators improved supply chains and delivery. This case centres on whether Apna Store should embrace e-commerce and the associated costs and benefits.
{"title":"Apna Store and E-commerce: Meeting Consumer Needs During COVID-19","authors":"Sheetal Kapoor, Eugene Sivadas","doi":"10.1177/09728201231204115","DOIUrl":"https://doi.org/10.1177/09728201231204115","url":null,"abstract":"Apna Store, a family-owned ‘kirana’ neighbourhood grocery store in suburban New Delhi, India, offers a diverse selection of 15,000 products. This case revolves around its owner, Mr Jagmohan Trehan, who faces a pivotal decision due to the ongoing COVID-19 pandemic: whether to revamp the store’s product range and venture into e-commerce. The pandemic has dramatically altered consumer behaviour, with a surge in online grocery shopping. E-commerce vendors’ enticing promotions and the entry of Reliance Jio with a unique business model have presented opportunities and challenges to Mr Trehan and the kirana store industry, the backbone of India’s retail sector. In March 2020, the pandemic prompted panic buying and shifts in consumer preferences, compelling Apna Store to adapt during the lockdown. As online grocery shopping gained traction, the idea of entering e-commerce emerged, but with reservations. In April 2021, as India faced another pandemic wave, consumers became more comfortable with online grocery shopping, and e-commerce operators improved supply chains and delivery. This case centres on whether Apna Store should embrace e-commerce and the associated costs and benefits.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"135 30","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135725060","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 : 2023-10-19DOI: 10.1177/09728201231203748
Zehra Waheed, Noor Us Sabah Khan
This case is designed for MBA and undergraduate courses, aiming to emphasize the importance of stakeholder management in projects and familiarize participants with effective stakeholder management tools. The scenario revolves around a project involving community revitalization and historic preservation located in Lahore, Pakistan, known as the ‘City of Gardens’. The project area includes significant historical landmarks and charming, close-knit residential neighbourhoods where interconnected communities have lived for generations. The case unfolds through the perspective of Kamran Lashari, the protagonist, who inherits a challenging project burdened by a history of unsuccessful and possibly unmotivated predecessors. This project is facing a multitude of issues, spanning technical and managerial aspects. Its success is critical not only for its own sake but also because it sets the precedent for a series of ambitious community revitalization projects planned within the City of Gardens. Failure here could jeopardize future projects, strain relations with donors and permanently alienate the local community. The local community has harboured scepticism towards such endeavours, given their prior experiences with half-hearted attempts that brought inconvenience without any lasting benefits. These past efforts have left a bitter taste, making the community wary of new initiatives. Additionally, the project relies heavily on its partnership with the Aga Khan Trust for Culture, which provides invaluable technical support without substantial financial compensation. However, in Kamran Lashari’s inherited situation, this crucial partnership appears to be in shambles. In the classroom setting, students are encouraged to delve into a systematic analysis of the project’s extensive array of stakeholders, each with their own unique interests. This case provides an ideal backdrop for examining various stakeholder analysis frameworks, including the Warees Framework, Donaldson and Preston’s (1995) theory distinguishing between influencers and stakeholders based on power, legitimacy and urgency, as well as the power-support matrix. These frameworks offer valuable tools for dissecting and understanding the complex web of relationships and interests involved in this high-stakes project.
{"title":"Walled City of Lahore Authority: The Royal Trail Heritage Project","authors":"Zehra Waheed, Noor Us Sabah Khan","doi":"10.1177/09728201231203748","DOIUrl":"https://doi.org/10.1177/09728201231203748","url":null,"abstract":"This case is designed for MBA and undergraduate courses, aiming to emphasize the importance of stakeholder management in projects and familiarize participants with effective stakeholder management tools. The scenario revolves around a project involving community revitalization and historic preservation located in Lahore, Pakistan, known as the ‘City of Gardens’. The project area includes significant historical landmarks and charming, close-knit residential neighbourhoods where interconnected communities have lived for generations. The case unfolds through the perspective of Kamran Lashari, the protagonist, who inherits a challenging project burdened by a history of unsuccessful and possibly unmotivated predecessors. This project is facing a multitude of issues, spanning technical and managerial aspects. Its success is critical not only for its own sake but also because it sets the precedent for a series of ambitious community revitalization projects planned within the City of Gardens. Failure here could jeopardize future projects, strain relations with donors and permanently alienate the local community. The local community has harboured scepticism towards such endeavours, given their prior experiences with half-hearted attempts that brought inconvenience without any lasting benefits. These past efforts have left a bitter taste, making the community wary of new initiatives. Additionally, the project relies heavily on its partnership with the Aga Khan Trust for Culture, which provides invaluable technical support without substantial financial compensation. However, in Kamran Lashari’s inherited situation, this crucial partnership appears to be in shambles. In the classroom setting, students are encouraged to delve into a systematic analysis of the project’s extensive array of stakeholders, each with their own unique interests. This case provides an ideal backdrop for examining various stakeholder analysis frameworks, including the Warees Framework, Donaldson and Preston’s (1995) theory distinguishing between influencers and stakeholders based on power, legitimacy and urgency, as well as the power-support matrix. These frameworks offer valuable tools for dissecting and understanding the complex web of relationships and interests involved in this high-stakes project.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"68 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135778758","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}
Aldous Glare Trade & Exports (AGTE) operates as a B2B technology reseller, offering computers, laptops, accessories, mobile phones and smart TVs. Founded in 1995 in Kochi, India, AGTE started with three members and with a capital of USD 4,000. Over time, it gained recognition, establishing sister concerns: ITnet and Alps Distributors for B2C goods and high-end computer sales. With a four-layered structure—CEO, functional heads, and senior and junior executives—AGTE employed 60 people. The HR manager handled human resources (HR) for AGTE, ITnet and Alps Distributors. It expanded with sales offices in Bengaluru, Thiruvananthapuram, and Kochi. By 2016, AGTE achieved USD 27 million turnover. In 2018, AGTE adopted an automated customer relationship management (CRM) system, though employee familiarity was incomplete. Customer complaints surged in April–December 2018, citing delivery and helpline issues. Directors set a USD 100 million turnover by 2025, allocating USD 300,000 for an assessment centre managed by the Chief Operating Officer Mohan Joseph. It aimed to curb the attrition of senior staff members and enhance CRM proficiency and sales certifications. AGTE aimed to transition from ad hoc training to structured recruitment training, overseen by Mohan Joseph and HR Manager Charles D’Souza. Challenges included seamless integration, past issue resolution and attrition management of senior staff members, balancing established practices with innovative strategies aligned with AGTE’s mission.
Aldous眩光贸易有限公司出口(AGTE)是一家B2B技术经销商，提供电脑，笔记本电脑，配件，手机和智能电视。AGTE于1995年在印度科钦成立，最初只有三个成员，资本为4,000美元。随着时间的推移，它获得了认可，建立了姊妹公司:ITnet和Alps分销商，负责B2C商品和高端电脑销售。agte拥有四层结构——ceo、职能主管、高级和初级管理人员——60名员工。人力资源经理负责AGTE, ITnet和Alps分销商的人力资源工作。它在班加罗尔、蒂鲁凡得琅和高知设立了销售办事处。截至2016年，AGTE营业额达到2700万美元。2018年，AGTE采用了自动化客户关系管理(CRM)系统，尽管员工对该系统的熟悉程度并不高。2018年4月至12月，客户投诉激增，原因是送货和求助热线问题。董事们设定了到2025年1亿美元的营业额，并为由首席运营官Mohan Joseph管理的评估中心拨款30万美元。它旨在遏制高级员工的流失，提高客户关系管理的熟练程度和销售证书。AGTE的目标是从临时培训过渡到结构化的招聘培训，由Mohan Joseph和人力资源经理Charles D 'Souza监督。挑战包括无缝集成，过去的问题解决和高级员工的人员流失管理，平衡已建立的实践与与AGTE使命一致的创新战略。
{"title":"Aldous Glare Trade & Exports: The Dilemma of Establishing an Assessment Centre","authors":"Kishinchand Poornima Wasdani, Abhishek Vijaygopal, Riju Antony","doi":"10.1177/09728201231200948","DOIUrl":"https://doi.org/10.1177/09728201231200948","url":null,"abstract":"Aldous Glare Trade & Exports (AGTE) operates as a B2B technology reseller, offering computers, laptops, accessories, mobile phones and smart TVs. Founded in 1995 in Kochi, India, AGTE started with three members and with a capital of USD 4,000. Over time, it gained recognition, establishing sister concerns: ITnet and Alps Distributors for B2C goods and high-end computer sales. With a four-layered structure—CEO, functional heads, and senior and junior executives—AGTE employed 60 people. The HR manager handled human resources (HR) for AGTE, ITnet and Alps Distributors. It expanded with sales offices in Bengaluru, Thiruvananthapuram, and Kochi. By 2016, AGTE achieved USD 27 million turnover. In 2018, AGTE adopted an automated customer relationship management (CRM) system, though employee familiarity was incomplete. Customer complaints surged in April–December 2018, citing delivery and helpline issues. Directors set a USD 100 million turnover by 2025, allocating USD 300,000 for an assessment centre managed by the Chief Operating Officer Mohan Joseph. It aimed to curb the attrition of senior staff members and enhance CRM proficiency and sales certifications. AGTE aimed to transition from ad hoc training to structured recruitment training, overseen by Mohan Joseph and HR Manager Charles D’Souza. Challenges included seamless integration, past issue resolution and attrition management of senior staff members, balancing established practices with innovative strategies aligned with AGTE’s mission.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-10-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135918031","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 : 2023-09-28DOI: 10.1177/09728201231195206
Devika Trehan, Swati Soni
Priyanka’s decision to never take the stage again after receiving harsh feedback on her debut presentation became a hot topic among the first-year students at Excellence School of Management. Professor Mahajan, the course instructor, recognized that this batch was similar to previous ones she had taught. During class presentations, she observed that most students could be divided into two distinct groups. The first group consisted of overly confident students, while the second group comprised individuals who lacked confidence in creating and delivering effective presentations. Professor Mahajan was now faced with two significant challenges. Firstly, she needed to help students understand that an effective presentation was not solely about creating flashy, jargon-filled slides and delivering them flawlessly in English. Secondly, she realized that the students’ misconceptions about presentation skills, which they considered to be undeniable truths, could hinder their progress in learning and practising these skills. Determined to find a swift resolution, Professor Mahajan knew that addressing these issues was crucial for the student’s growth. She understood the importance of building a solid foundation and wanted to dispel the myths surrounding presentation skills without disheartening anyone. Her ultimate goal was to inspire all students to embark on their journey of mastering effective presentation techniques.
普里扬卡的首次演讲受到严厉的批评后，她决定不再上台，这在卓越管理学院(Excellence School of Management)的一年级学生中成了一个热门话题。这门课的讲师Mahajan教授发现这批学生和她之前教过的学生很相似。在课堂报告中，她观察到大多数学生可以分为两个不同的群体。第一组由过于自信的学生组成，而第二组则由在创作和发表有效演讲方面缺乏信心的个人组成。马哈詹教授现在面临着两个重大挑战。首先，她需要帮助学生理解，一个有效的演讲不仅仅是制作华丽的、充满行话的幻灯片，然后用英语完美地传达出来。其次，她意识到学生对演讲技巧的误解，他们认为这是不可否认的真理，可能会阻碍他们学习和实践这些技能的进步。马哈詹教授决心找到一个快速的解决方案，他知道解决这些问题对学生的成长至关重要。她明白建立坚实基础的重要性，并希望在不使任何人沮丧的情况下消除围绕演讲技巧的神话。她的最终目标是激励所有学生踏上掌握有效演讲技巧的旅程。
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