Pub Date : 2023-12-07DOI: 10.1108/case.iima.2023.000021
C. Singla, Bulbul Singh
Madan Mohanka set up Tega Industries Ltd in 1976 to manufacture abrasion-resistant rubber mill lining products used in the mining and mineral processing industries. In 2006, as part of its inorganic expansion strategy, Tega bought a mill-liner company in South Africa. Buoyed by this growth, two acquisitions were made in Australia and Chile in the year 2011. However, post-acquisition, several managerial, legal and commercial problems crept up in its manufacturing facilities in Chile, leading to financial downturn in Tega's fortunes in 2016 and compelling it to either plan a revival or divest its interest in its Chilean Plant.
{"title":"TEGA Industries Ltd: Journey of an Indian MNC (Part A)","authors":"C. Singla, Bulbul Singh","doi":"10.1108/case.iima.2023.000021","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000021","url":null,"abstract":"Madan Mohanka set up Tega Industries Ltd in 1976 to manufacture abrasion-resistant rubber mill lining products used in the mining and mineral processing industries. In 2006, as part of its inorganic expansion strategy, Tega bought a mill-liner company in South Africa. Buoyed by this growth, two acquisitions were made in Australia and Chile in the year 2011. However, post-acquisition, several managerial, legal and commercial problems crept up in its manufacturing facilities in Chile, leading to financial downturn in Tega's fortunes in 2016 and compelling it to either plan a revival or divest its interest in its Chilean Plant.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"26 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138592623","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}
Indian Railways (IR) has been slow in innovation. The competition from other modes of transport has posed new challenges to IR. Railways worldwide have taken help from startups to develop innovative solutions to improve railway operations. Such collaborations have helped in leveraging the technical expertise of startups in domains which are non-conventional for railways to develop in-house. These collaborations have been made possible by funding startups through various investment channels.
{"title":"Should Indian Railways Reform, Collaborate and Perform with Startups?","authors":"Divakar Maurya, Anand Patil, Gurpreet Singh, Atishaya Jain, Sundaravalli Narayanaswami","doi":"10.1108/case.iima.2023.000053","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000053","url":null,"abstract":"Indian Railways (IR) has been slow in innovation. The competition from other modes of transport has posed new challenges to IR. Railways worldwide have taken help from startups to develop innovative solutions to improve railway operations. Such collaborations have helped in leveraging the technical expertise of startups in domains which are non-conventional for railways to develop in-house. These collaborations have been made possible by funding startups through various investment channels.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"48 13","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138597537","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 : 2023-12-06DOI: 10.1108/case.iima.2023.000051
Sanjay Kumar Jena, S. B. Borah, G. Pratheebha
Sunit Raj was the Vice President, Marketing of Schematic Software Company (SSC), a Software-as-a-Service (SaaS) company. He was pondering how to preserve the company's growth momentum it had achieved over the last few years. In the third quarter of 2021, the company's valuation reached USD 25 billion, representing a year-over-year gain of 50%. Within 12 years of operation, it had over 50,000 employees worldwide and over 100,000 paying customers in more than 150 countries. Raj had to decide the company's future direction among new territories, buyer segments and product categories that would bring revenue and aid in sustaining its growth.
Sunit Raj是Schematic Software Company (SSC)的营销副总裁，这是一家软件即服务(SaaS)公司。他正在考虑如何保持公司过去几年取得的增长势头。2021年第三季度，公司估值达到250亿美元，同比增长50%。在12年的运营中，它在全球拥有超过5万名员工，在150多个国家拥有超过10万名付费客户。Raj必须决定公司在新领域、买家细分市场和产品类别之间的未来方向，这些将带来收入并有助于保持增长。
{"title":"Schematic Software Company: Accelerating Growth","authors":"Sanjay Kumar Jena, S. B. Borah, G. Pratheebha","doi":"10.1108/case.iima.2023.000051","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000051","url":null,"abstract":"Sunit Raj was the Vice President, Marketing of Schematic Software Company (SSC), a Software-as-a-Service (SaaS) company. He was pondering how to preserve the company's growth momentum it had achieved over the last few years. In the third quarter of 2021, the company's valuation reached USD 25 billion, representing a year-over-year gain of 50%. Within 12 years of operation, it had over 50,000 employees worldwide and over 100,000 paying customers in more than 150 countries. Raj had to decide the company's future direction among new territories, buyer segments and product categories that would bring revenue and aid in sustaining its growth.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"41 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138595784","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 : 2023-12-06DOI: 10.1108/case.iima.2023.000054
Amit Karna, Aarushi Tiwari
What started as a FMCG distributor in 1967 in Kenya as Export Finance Company, is now a dynamic global conglomerate across 48 countries and 5 continents — Export Trading Group. ETG was taken over by the then CFO Mahesh Patel after exit of the founding stakeholders. It was then when the company shifted its focus to being a key regional player. In the next 35 years, the company grew systematically. Business focus evolved when Patel saw an opportunity in logistics in remote sub-Saharan Africa. This was followed by business expansion with supply chain diversification and significant infrastructure investments. All the different businesses amalgamated under a single group for better operations and ease of scaling up. They were later divided into six separate verticals for better management. Vamara (FMCG vertical) was launched in 2018 as the company moved towards digitalisation — externally and internally. ETG plans to focus on new business opportunities and continue to diversify across geographies and portfolios.
{"title":"ETG: Connecting Africa to the World","authors":"Amit Karna, Aarushi Tiwari","doi":"10.1108/case.iima.2023.000054","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000054","url":null,"abstract":"What started as a FMCG distributor in 1967 in Kenya as Export Finance Company, is now a dynamic global conglomerate across 48 countries and 5 continents — Export Trading Group. ETG was taken over by the then CFO Mahesh Patel after exit of the founding stakeholders. It was then when the company shifted its focus to being a key regional player. In the next 35 years, the company grew systematically. Business focus evolved when Patel saw an opportunity in logistics in remote sub-Saharan Africa. This was followed by business expansion with supply chain diversification and significant infrastructure investments. All the different businesses amalgamated under a single group for better operations and ease of scaling up. They were later divided into six separate verticals for better management. Vamara (FMCG vertical) was launched in 2018 as the company moved towards digitalisation — externally and internally. ETG plans to focus on new business opportunities and continue to diversify across geographies and portfolios.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"55 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138597725","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 : 2023-12-06DOI: 10.1108/case.iima.2023.000055
Sobhesh Kumar Agarwalla, Ajay Pandey
This case describes the growth of ReNew Power during its first decade of operation. Sumant Sinha, a first-generation entrepreneur and former banker, founded the company, which grew from a modest generator-cum-developer of wind energy-based electricity to one of India's largest companies in the renewable energy sector. With the entry of large, well-funded players such as Tata Power and Adani Green into the Indian renewable sector by the end of 2020, Sinha had to make a strategic decision: should ReNew continue to organically scale up its presence in an increasingly competitive yet expanding Indian renewable energy sector, should it diversify geographically, or should it pursue emerging opportunities for vertical or horizontal integration within the sector? The case provides an opportunity to discuss how alternative business models and competitive scenarios may facilitate or inhibit the growth of a player in the renewable energy sector.
{"title":"ReNew Power: Building Scale in the Indian RE Sector","authors":"Sobhesh Kumar Agarwalla, Ajay Pandey","doi":"10.1108/case.iima.2023.000055","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000055","url":null,"abstract":"This case describes the growth of ReNew Power during its first decade of operation. Sumant Sinha, a first-generation entrepreneur and former banker, founded the company, which grew from a modest generator-cum-developer of wind energy-based electricity to one of India's largest companies in the renewable energy sector. With the entry of large, well-funded players such as Tata Power and Adani Green into the Indian renewable sector by the end of 2020, Sinha had to make a strategic decision: should ReNew continue to organically scale up its presence in an increasingly competitive yet expanding Indian renewable energy sector, should it diversify geographically, or should it pursue emerging opportunities for vertical or horizontal integration within the sector? The case provides an opportunity to discuss how alternative business models and competitive scenarios may facilitate or inhibit the growth of a player in the renewable energy sector.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"22 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138594218","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 : 2023-12-06DOI: 10.1108/case.iima.2023.000052
Sundaravalli Narayanaswami, N. Ravichandran
Jarsh Safety received an order of 500 units of its Model S helmet. However, the order must be delivered within 15 days. Jarsh Safety was founded by three engineering college peers, who conceptualized air-conditioned, industrial safety helmets. This innovative revolutionary product offered industrial workers not only safety but aesthetics and comfort. The founders hoped that the product could change the perception of safety helmets from mandatory wear to desired wear. The case details the production process, staffing, raw material required and procurement lead time.
{"title":"Jarsh Safety's Air-Conditioned Helmets: Opportunities for Productivity Enhancement","authors":"Sundaravalli Narayanaswami, N. Ravichandran","doi":"10.1108/case.iima.2023.000052","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000052","url":null,"abstract":"Jarsh Safety received an order of 500 units of its Model S helmet. However, the order must be delivered within 15 days. Jarsh Safety was founded by three engineering college peers, who conceptualized air-conditioned, industrial safety helmets. This innovative revolutionary product offered industrial workers not only safety but aesthetics and comfort. The founders hoped that the product could change the perception of safety helmets from mandatory wear to desired wear. The case details the production process, staffing, raw material required and procurement lead time.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"12 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138594514","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 : 2023-12-01DOI: 10.1108/case.iima.2023.000048
Prashant Das
Nicolas Dupont, the owner of Chateau de Montana, a struggling (and old) boutique hotel in Crans-Montana Ski Resort, Switzerland, wished to renovate and reposition his family-owned hotel to target higher room rates. Dupont commissioned Olga Mitireva and Yulia Belopilskaya as consultants to assess the proposition. The consultants had to extract cues for the room rate of the repositioned hotel from comparable hotels. However, the room rates varied significantly across similar hotels due to their differing characteristics and locations. It was a cognitive challenge to read the patterns from a few comparable hotels. They collected the data of 200 hotels from similar locations and simulated room prices using hedonic regression models.
蒙大拿城堡酒店(Chateau de Montana)是瑞士克兰斯-蒙大拿滑雪场(Crans-Montana Ski Resort)一家经营困难的(而且老旧的)精品酒店，其老板尼古拉斯·杜邦(Nicolas Dupont)希望对其家族所有的酒店进行翻新和重新定位，以瞄准更高的房价。杜邦委托Olga Mitireva和Yulia Belopilskaya作为顾问来评估这一提议。顾问们不得不从同类酒店中提取重新定位的酒店的房价线索。然而，由于酒店的特点和位置不同，类似酒店的房价差异很大。从几个类似的酒店中读出模式是一个认知上的挑战。他们收集了来自相似地点的200家酒店的数据，并使用享乐回归模型模拟了房价。
{"title":"Chateau de Montana: Applying Data Analytics to Simulate Room Price of a Repositioned Hotel","authors":"Prashant Das","doi":"10.1108/case.iima.2023.000048","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000048","url":null,"abstract":"Nicolas Dupont, the owner of Chateau de Montana, a struggling (and old) boutique hotel in Crans-Montana Ski Resort, Switzerland, wished to renovate and reposition his family-owned hotel to target higher room rates. Dupont commissioned Olga Mitireva and Yulia Belopilskaya as consultants to assess the proposition. The consultants had to extract cues for the room rate of the repositioned hotel from comparable hotels. However, the room rates varied significantly across similar hotels due to their differing characteristics and locations. It was a cognitive challenge to read the patterns from a few comparable hotels. They collected the data of 200 hotels from similar locations and simulated room prices using hedonic regression models.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":" 15","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138614299","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 : 2023-12-01DOI: 10.1108/case.iima.2023.000050
Abhinav Bakshi, Akshaya Vijayalakshmi
Emami is facing the heat from activist-consumers as well as its competitors. Competitors have renamed their cosmetic products by dropping the controversial word ‘fair.’ This was in response to the Black Lives Movement that erupted in the United States in May 2020. However, the movement against fairness is somewhat muted in India and is mostly occurring amongst urban, highly educated, younger cohort who are unlikely to be the users of the product anyway. The significant consumer base yearns for fairness and is willing to spend money on products which help them achieve the same. In such a scenario, how should Emami respond to competitor actions and consumer-activist pressure? The case provides an opportunity to discuss the significance of the brand name, role of advertising and gender stereotypes.
{"title":"What's in a name? That we call fair by any other name will it sell as well?","authors":"Abhinav Bakshi, Akshaya Vijayalakshmi","doi":"10.1108/case.iima.2023.000050","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000050","url":null,"abstract":"Emami is facing the heat from activist-consumers as well as its competitors. Competitors have renamed their cosmetic products by dropping the controversial word ‘fair.’ This was in response to the Black Lives Movement that erupted in the United States in May 2020. However, the movement against fairness is somewhat muted in India and is mostly occurring amongst urban, highly educated, younger cohort who are unlikely to be the users of the product anyway. The significant consumer base yearns for fairness and is willing to spend money on products which help them achieve the same. In such a scenario, how should Emami respond to competitor actions and consumer-activist pressure?\u0000The case provides an opportunity to discuss the significance of the brand name, role of advertising and gender stereotypes.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":" 32","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138617259","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 : 2023-12-01DOI: 10.1108/case.iima.2023.000049
Prashant Das, Ashish Gupta
Midway through construction, a hotel developer realised that costs had risen too much to be feasible for equity capital. They repositioned the asset as a ResiTel wherein each suite would be sold as a condominium unit to retail buyers. This called for setting up two separate entities: one (PropCo) for asset management and the other (LeaseCo) for operating the hotel. Unit owners would earn a regular share of hotel income. The lenders protected additional sale-risk by more conservative loan terms. The developer must analyse the feasibility of the repositioned asset.
{"title":"It's a Residence; It's a Hotel: It is ResiTel!","authors":"Prashant Das, Ashish Gupta","doi":"10.1108/case.iima.2023.000049","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000049","url":null,"abstract":"Midway through construction, a hotel developer realised that costs had risen too much to be feasible for equity capital. They repositioned the asset as a ResiTel wherein each suite would be sold as a condominium unit to retail buyers. This called for setting up two separate entities: one (PropCo) for asset management and the other (LeaseCo) for operating the hotel. Unit owners would earn a regular share of hotel income. The lenders protected additional sale-risk by more conservative loan terms. The developer must analyse the feasibility of the repositioned asset.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"11 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138626395","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}
This short case provides income statements and balance sheets for a recent year for 7 Indian firms from 7 industries in Exhibits 1 and 2. These firms belong to the following industries.1 Airline2. Banking 3. Information Technology Services 4. Liqour Producer 5. Oild Exploration and Development 6. Pharmaceutical 7. Retail. The task before the students is to evaluate the financial statements given in the exhibits and identify the appropriate industry for each firm.
{"title":"Identifying the Industry – A Short Case on Financial Statement Analysis","authors":"Neerav Nagar","doi":"10.4135/9781529777499","DOIUrl":"https://doi.org/10.4135/9781529777499","url":null,"abstract":"This short case provides income statements and balance sheets for a recent year for 7 Indian firms from 7 industries in Exhibits 1 and 2. These firms belong to the following industries.1 Airline2. Banking 3. Information Technology Services 4. Liqour Producer 5. Oild Exploration and Development 6. Pharmaceutical 7. Retail. The task before the students is to evaluate the financial statements given in the exhibits and identify the appropriate industry for each firm.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"2014 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139239206","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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