Pub Date : 2023-07-20DOI: 10.1177/09728201231159719
Pooja Gupta, Mallika Srivastava, Semila Fernandes
Sudeep was the sales development manager for the rural business unit of an FMCG company Accurate Adhesive Ltd. in West Bengal. The company had been plagued with a high level of attrition in its workforce. Sudeep had a big presentation coming up in the next week. He was due to present the concerns of the field sales force, benchmarking with the best practices and motivational tools needed for incremental and sustainable business practices to a team from top management. He was specially chosen for this as his immediate superior believed that Sudeep had a better insight into the field sales force. This was due to his role during his management trainee days. During the training, he experienced the life of a frontal sales force and realized the persistence and agility required of the sales force. The top management had been quite worried about the high attrition (>20%) problem in the rural areas where the company had a presence. The business loss is considerable with such a staffing gap within the field force territories. Market coverage and other business parameters such as issue resolution, product awareness & service levels also suffer. This becomes an easy breeding ground for the competition to move in. This problem of high attrition needs to be addressed at the grass root level. Can technology be the solution? Alternatively, there is a need for some other management initiatives.
{"title":"Rural Sales Force Retention: Dilemma of Accurate Adhesives","authors":"Pooja Gupta, Mallika Srivastava, Semila Fernandes","doi":"10.1177/09728201231159719","DOIUrl":"https://doi.org/10.1177/09728201231159719","url":null,"abstract":"Sudeep was the sales development manager for the rural business unit of an FMCG company Accurate Adhesive Ltd. in West Bengal. The company had been plagued with a high level of attrition in its workforce. Sudeep had a big presentation coming up in the next week. He was due to present the concerns of the field sales force, benchmarking with the best practices and motivational tools needed for incremental and sustainable business practices to a team from top management. He was specially chosen for this as his immediate superior believed that Sudeep had a better insight into the field sales force. This was due to his role during his management trainee days. During the training, he experienced the life of a frontal sales force and realized the persistence and agility required of the sales force. The top management had been quite worried about the high attrition (>20%) problem in the rural areas where the company had a presence. The business loss is considerable with such a staffing gap within the field force territories. Market coverage and other business parameters such as issue resolution, product awareness & service levels also suffer. This becomes an easy breeding ground for the competition to move in. This problem of high attrition needs to be addressed at the grass root level. Can technology be the solution? Alternatively, there is a need for some other management initiatives.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45783541","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 : 2023-07-18DOI: 10.1177/09728201231169131
Sana Shawl, Keyurkumar Nayak
The case study is focused on the financial statement analysis of Apar Industries, one of the leading corporations working in electrical and metallurgical engineering at home and in foreign markets. This is a teaching case that aims to teach early-stage business and commerce students how to assess a real company’s performance and financial condition through ratio analysis using published secondary data. The interpretation strategy uses both internal and external (industry comparison) methods in order to assess the financial health of Apar Industries in a better and more holistic manner.
{"title":"Financial Statement Analysis: Case Study of Apar Industries","authors":"Sana Shawl, Keyurkumar Nayak","doi":"10.1177/09728201231169131","DOIUrl":"https://doi.org/10.1177/09728201231169131","url":null,"abstract":"The case study is focused on the financial statement analysis of Apar Industries, one of the leading corporations working in electrical and metallurgical engineering at home and in foreign markets. This is a teaching case that aims to teach early-stage business and commerce students how to assess a real company’s performance and financial condition through ratio analysis using published secondary data. The interpretation strategy uses both internal and external (industry comparison) methods in order to assess the financial health of Apar Industries in a better and more holistic manner.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48174258","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 : 2023-07-17DOI: 10.1177/09728201231180401
Tauseef Iqbal Khan, S. Raza
In April 2017, a senior delegation of the Coca-Cola Company (TCCC) visited Pakistan to reconsider the beverage industry of the country predominated by its strong competitor PepsiCo. Followed by the visit, TCCC planned to revitalize its retail practices and join hands with retailers more aggressively. TCCC claims to be the world’s largest non-alcoholic beverage producer; however, lacking distribution intensity in the country. The company operates majorly in four trade channels based on volumetric divisions. The company began its operation in 1953 with a basic cola drink and later introduced its subsequent products in different flavours with two major categories sugar-contained and sugar-free. With an expansion of the industry and increased demand for bottled water and healthy conscious sugar-less nectar, the company expanded its product category and coverage to the deeper parts of the country. Because of substantial investment and legacy, Coca-Cola is the second-largest beverage company in a highly competitive soft drink market. However, TCCC is still lagging in leading, so the company decided to gear up all efforts in retail development followed by an intensive distribution strategy.
{"title":"Revitalizing the Retail: A Case of the Coca-Cola Company","authors":"Tauseef Iqbal Khan, S. Raza","doi":"10.1177/09728201231180401","DOIUrl":"https://doi.org/10.1177/09728201231180401","url":null,"abstract":"In April 2017, a senior delegation of the Coca-Cola Company (TCCC) visited Pakistan to reconsider the beverage industry of the country predominated by its strong competitor PepsiCo. Followed by the visit, TCCC planned to revitalize its retail practices and join hands with retailers more aggressively. TCCC claims to be the world’s largest non-alcoholic beverage producer; however, lacking distribution intensity in the country. The company operates majorly in four trade channels based on volumetric divisions. The company began its operation in 1953 with a basic cola drink and later introduced its subsequent products in different flavours with two major categories sugar-contained and sugar-free. With an expansion of the industry and increased demand for bottled water and healthy conscious sugar-less nectar, the company expanded its product category and coverage to the deeper parts of the country. Because of substantial investment and legacy, Coca-Cola is the second-largest beverage company in a highly competitive soft drink market. However, TCCC is still lagging in leading, so the company decided to gear up all efforts in retail development followed by an intensive distribution strategy.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"20 1","pages":"174 - 182"},"PeriodicalIF":0.2,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46235236","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 : 2023-07-12DOI: 10.1177/09728201231168246
Avinash Kumar, Kushankur Dey, K. Gupta
This case concerns the issue of enhancing the inclusivity and efficiency of public procurement operations undertaken by the Food Corporation of India (FCI) in Uttar Pradesh. The FCI was the premier central government agency entrusted with efficient management of minimum support price (MSP)-based public procurement operations, maintenance of buffer stocks for ensuring food security and assisting states in operating their public distribution systems. The Uttar Pradesh region came under the north zone of the FCI. Mr Girish Kumar, General Manager of Uttar Pradesh region of the FCI, was exploring ways to make procurement operations inclusive and efficient. Girish received feedback from a brainstorming session of the procurement team in which recommendations of a recently conducted concurrent evaluation study of public procurement in Uttar Pradesh were discussed. He wanted to amalgamate his domain knowledge with insights from the concurrent evaluation study for an actionable plan to design a more inclusive and efficient MSP-based public procurement system.
{"title":"Food Corporation of India: Making Public Procurement More Inclusive and Efficient","authors":"Avinash Kumar, Kushankur Dey, K. Gupta","doi":"10.1177/09728201231168246","DOIUrl":"https://doi.org/10.1177/09728201231168246","url":null,"abstract":"This case concerns the issue of enhancing the inclusivity and efficiency of public procurement operations undertaken by the Food Corporation of India (FCI) in Uttar Pradesh. The FCI was the premier central government agency entrusted with efficient management of minimum support price (MSP)-based public procurement operations, maintenance of buffer stocks for ensuring food security and assisting states in operating their public distribution systems. The Uttar Pradesh region came under the north zone of the FCI. Mr Girish Kumar, General Manager of Uttar Pradesh region of the FCI, was exploring ways to make procurement operations inclusive and efficient. Girish received feedback from a brainstorming session of the procurement team in which recommendations of a recently conducted concurrent evaluation study of public procurement in Uttar Pradesh were discussed. He wanted to amalgamate his domain knowledge with insights from the concurrent evaluation study for an actionable plan to design a more inclusive and efficient MSP-based public procurement system.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49068696","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 : 2023-07-04DOI: 10.1177/09728201231166745
Vidya Pratap, Shruthi J. Mayur
After completing their daughter’s wedding ceremonies, Mala and Ravi decide to take their guests out to dinner. Mala pre-booked this get-together at Hotel Manor Residency. Mala made this booking via phone in a conversation with Kuldeep. On reaching the venue, they were informed that there is no such booking for dinner. Brushing the oversight aside, Mala and her guests settled for dinner as it had been pre-ordered. However, to the hosts’ dismay, the steward seemed to have no clue about the order. Ravi got furious at the oversight and decided to leave with his guests without having dinner. So, he wrote to the General Manager Anitha expressing his utter disappointment at how the situation had unfolded. Upon receiving the email from Dr Ravi, Anita is in a dilemma on how to tackle the situation and respond to the complaint.
{"title":"Communication Fiasco: Setting It Right","authors":"Vidya Pratap, Shruthi J. Mayur","doi":"10.1177/09728201231166745","DOIUrl":"https://doi.org/10.1177/09728201231166745","url":null,"abstract":"After completing their daughter’s wedding ceremonies, Mala and Ravi decide to take their guests out to dinner. Mala pre-booked this get-together at Hotel Manor Residency. Mala made this booking via phone in a conversation with Kuldeep. On reaching the venue, they were informed that there is no such booking for dinner. Brushing the oversight aside, Mala and her guests settled for dinner as it had been pre-ordered. However, to the hosts’ dismay, the steward seemed to have no clue about the order. Ravi got furious at the oversight and decided to leave with his guests without having dinner. So, he wrote to the General Manager Anitha expressing his utter disappointment at how the situation had unfolded. Upon receiving the email from Dr Ravi, Anita is in a dilemma on how to tackle the situation and respond to the complaint.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48055452","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 : 2023-06-30DOI: 10.1177/09728201231169871
Preshth Bhardwaj, S. Mohapatra
This case study is about ZARA’s transformation from conventional stores for women’s apparel brands to omnichannel concept stores to provide a seamless shopping experience inside its stores. This case is about the time when, in 2019, ZARA’s Indian subsidiary was on the verge of adapting to a new concept store model. The challenges ZARA faced in transforming its Indian stores from brick-and-mortar stores into omnichannel stores, and ZARA’s entry strategies adopted across markets and its plan to convert from the current multi-channel strategy to omnichannel stores are all elaborated on in the case.
{"title":"OMNI Channel: Is It Really Omni?","authors":"Preshth Bhardwaj, S. Mohapatra","doi":"10.1177/09728201231169871","DOIUrl":"https://doi.org/10.1177/09728201231169871","url":null,"abstract":"This case study is about ZARA’s transformation from conventional stores for women’s apparel brands to omnichannel concept stores to provide a seamless shopping experience inside its stores. This case is about the time when, in 2019, ZARA’s Indian subsidiary was on the verge of adapting to a new concept store model. The challenges ZARA faced in transforming its Indian stores from brick-and-mortar stores into omnichannel stores, and ZARA’s entry strategies adopted across markets and its plan to convert from the current multi-channel strategy to omnichannel stores are all elaborated on in the case.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-06-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47463951","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 : 2023-06-21DOI: 10.1177/09728201231166464
D. Kumari, R. K. Kovid, Swati Oberoi
This teaching case looks at the food-tech industry in India, the cloud kitchen space, in general, and a key player in this space FreshMenu, in particular. The FreshMenu case views two competing objectives: the scalability versus profitability of an internet-run entrepreneurial firm. The firm operates in an entrepreneurial ecosystem with different dynamics than traditional businesses. The case offers a historical perspective of the food-tech industry in India, the development of the cloud kitchen space, and the latter’s pros and cons. The case focuses on the evolution of FreshMenu and its founder’s dilemma. Despite being one of the first movers in the cloud kitchen space, FreshMenu has come across as the has-been for scalability and funding. Its founder ended up pitted against her close competitors—Rebel Foods Private Limited, Innerchef and Poncho Hospitality Limited. In an entrepreneurial world, where scalability is valued more than profitability, are the founder’s fears real or mythical? As the famous fable ‘The Hare and the Tortoise’ unfolded in the mind of FreshMenu’s founder, the picture of FreshMenu’s position became clearer.
{"title":"To Be the Tortoise or the Hare: What is Right for FreshMenu?","authors":"D. Kumari, R. K. Kovid, Swati Oberoi","doi":"10.1177/09728201231166464","DOIUrl":"https://doi.org/10.1177/09728201231166464","url":null,"abstract":"This teaching case looks at the food-tech industry in India, the cloud kitchen space, in general, and a key player in this space FreshMenu, in particular. The FreshMenu case views two competing objectives: the scalability versus profitability of an internet-run entrepreneurial firm. The firm operates in an entrepreneurial ecosystem with different dynamics than traditional businesses. The case offers a historical perspective of the food-tech industry in India, the development of the cloud kitchen space, and the latter’s pros and cons. The case focuses on the evolution of FreshMenu and its founder’s dilemma. Despite being one of the first movers in the cloud kitchen space, FreshMenu has come across as the has-been for scalability and funding. Its founder ended up pitted against her close competitors—Rebel Foods Private Limited, Innerchef and Poncho Hospitality Limited. In an entrepreneurial world, where scalability is valued more than profitability, are the founder’s fears real or mythical? As the famous fable ‘The Hare and the Tortoise’ unfolded in the mind of FreshMenu’s founder, the picture of FreshMenu’s position became clearer.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":" ","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-06-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44534544","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 : 2023-06-07DOI: 10.52711/2321-5763.2023.00017
P.T. Vijaya Rajakumar, Y. R.
Competency-based human resources planning serves as a link between human resource management and the overall strategic plan of an organization. Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in terms of the behavior’s needed for successful job performance. Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps are then designed, developed and implemented to close the gaps. Employee competency management is critical for organizations that seek to align their work force with business objectives. However, ensuring that organization staff members have the proper skills and competencies to consistently perform the tasks may pose a challenge. This study was conducted to evaluate current strengths and needs of an organization and then to implement the necessary corrective actions. Employee competency and understanding is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. The main objectives of this study is to know the reasons why employee competency and understanding capability occurs, to identify the factors which make employees dissatisfied, to know the satisfactory level of employees towards their job and proficiency level and ability to find the areas where manufacturing industries are lagging behind.
{"title":"Employee Competency and Understanding Capability in Gear Manufacturing Companies in Coimbatore, Tamil Nadu","authors":"P.T. Vijaya Rajakumar, Y. R.","doi":"10.52711/2321-5763.2023.00017","DOIUrl":"https://doi.org/10.52711/2321-5763.2023.00017","url":null,"abstract":"Competency-based human resources planning serves as a link between human resource management and the overall strategic plan of an organization. Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in terms of the behavior’s needed for successful job performance. Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps are then designed, developed and implemented to close the gaps. Employee competency management is critical for organizations that seek to align their work force with business objectives. However, ensuring that organization staff members have the proper skills and competencies to consistently perform the tasks may pose a challenge. This study was conducted to evaluate current strengths and needs of an organization and then to implement the necessary corrective actions. Employee competency and understanding is the ability of an individual to do a job properly. A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees. The main objectives of this study is to know the reasons why employee competency and understanding capability occurs, to identify the factors which make employees dissatisfied, to know the satisfactory level of employees towards their job and proficiency level and ability to find the areas where manufacturing industries are lagging behind.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"74 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73592527","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 : 2023-06-07DOI: 10.52711/2321-5763.2023.00018
Mankurani Goel, Yogita Gupta
Junk food is analogous to slang language used. Junk food had a dire impact on the mental and physical health. Knowingly or unknowingly people get attracted towards it without knowing how harmful it is on our mind and body. Advertisement and social media play very important role in sales and consumption of junk food. A short-term benefit has worst effect not only on our bodies but also on our productivity. Some of the Junk food also include harmful chemicals and salt which can adversely affect our health. Eating appropriate food at right time is equally important. Awareness about the worst side effect of junk food will help to avoid from the healthy diet regimen. Home-made food and balance diet awareness is lacking among most of the people in today’s busy and digital world. Wrong food practices may lead to major health issues like cardia attack, dyslexia etc. This study shed light on the reasons of popularity of junk food, contribution of junk foods to poor health, effect of junk food on productivity, corporate role for employee’s health and awareness and reasons for avoiding the junk food.
{"title":"A Study on: Poor Dietary Habits","authors":"Mankurani Goel, Yogita Gupta","doi":"10.52711/2321-5763.2023.00018","DOIUrl":"https://doi.org/10.52711/2321-5763.2023.00018","url":null,"abstract":"Junk food is analogous to slang language used. Junk food had a dire impact on the mental and physical health. Knowingly or unknowingly people get attracted towards it without knowing how harmful it is on our mind and body. Advertisement and social media play very important role in sales and consumption of junk food. A short-term benefit has worst effect not only on our bodies but also on our productivity. Some of the Junk food also include harmful chemicals and salt which can adversely affect our health. Eating appropriate food at right time is equally important. Awareness about the worst side effect of junk food will help to avoid from the healthy diet regimen. Home-made food and balance diet awareness is lacking among most of the people in today’s busy and digital world. Wrong food practices may lead to major health issues like cardia attack, dyslexia etc. This study shed light on the reasons of popularity of junk food, contribution of junk foods to poor health, effect of junk food on productivity, corporate role for employee’s health and awareness and reasons for avoiding the junk food.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"19 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75684133","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 : 2023-06-07DOI: 10.52711/2321-5763.2023.00020
Atul Kumar, Amol Gawande, Vinaydeep Brar
Digitalization has penetrated all businesses, and retail is not an exception. The digital disruption has caused significant changes in which businesses were done. An important aspect of digitalization is that it has provided a competitive edge to business organizations. Retailers more digitally equipped are ahead in their business segment than those still stuck with the traditional brick-and-mortar structure. This paper evaluates the digital edge that retailers have leveraged to gain market share and stay ahead of their competitors. One hundred ten medium-sized retailers from Bengaluru were surveyed, and their view on the competitive edge of digitization to their business was ascertained. Findings suggest that retailers who have adopted digitalization have gained a significant competitive edge over others who have failed to do so or have been slow in adopting digitalization. The message for retailers is thus quite clear – stay digital and stay ahead in the competition.
{"title":"Digitalization in the Retail Business: A Strategy to gain a Competitive Edge","authors":"Atul Kumar, Amol Gawande, Vinaydeep Brar","doi":"10.52711/2321-5763.2023.00020","DOIUrl":"https://doi.org/10.52711/2321-5763.2023.00020","url":null,"abstract":"Digitalization has penetrated all businesses, and retail is not an exception. The digital disruption has caused significant changes in which businesses were done. An important aspect of digitalization is that it has provided a competitive edge to business organizations. Retailers more digitally equipped are ahead in their business segment than those still stuck with the traditional brick-and-mortar structure. This paper evaluates the digital edge that retailers have leveraged to gain market share and stay ahead of their competitors. One hundred ten medium-sized retailers from Bengaluru were surveyed, and their view on the competitive edge of digitization to their business was ascertained. Findings suggest that retailers who have adopted digitalization have gained a significant competitive edge over others who have failed to do so or have been slow in adopting digitalization. The message for retailers is thus quite clear – stay digital and stay ahead in the competition.","PeriodicalId":41247,"journal":{"name":"Asian Journal of Management Cases","volume":"17 1","pages":""},"PeriodicalIF":0.2,"publicationDate":"2023-06-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82030216","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}
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