Pub Date : 2023-11-24DOI: 10.1108/case.iima.2023.000047
Asha Kaul, Vidhi Chaudhri
On May 27, 2020, a blowout occurred in Well No. 5 at Baghjan (Assam); the well, owned by Oil India Ltd., caught fire on June 9, 2020. For almost five and a half months, the company tried to douse the 200-foot high flame but failed to do so. Finally, on Day 173, Oil India Ltd succeeded in capping the well. Biswajit Roy, Director (Human Resources and Business Development), was tasked with investigating the nature and cause of the crisis. Roy pondered on the nature of the crisis: Had it been purely technical or stakeholder-induced? What had led to the chaotic condition? Could things have been done differently?
{"title":"#BaghjanBurns: Crisis at Oil India Ltd","authors":"Asha Kaul, Vidhi Chaudhri","doi":"10.1108/case.iima.2023.000047","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000047","url":null,"abstract":"On May 27, 2020, a blowout occurred in Well No. 5 at Baghjan (Assam); the well, owned by Oil India Ltd., caught fire on June 9, 2020. For almost five and a half months, the company tried to douse the 200-foot high flame but failed to do so. Finally, on Day 173, Oil India Ltd succeeded in capping the well. Biswajit Roy, Director (Human Resources and Business Development), was tasked with investigating the nature and cause of the crisis. Roy pondered on the nature of the crisis: Had it been purely technical or stakeholder-induced? What had led to the chaotic condition? Could things have been done differently?","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139241589","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 : 2023-11-24DOI: 10.1108/case.iima.2023.000046
C. Singla, Shridhar Sethuram, Sanjay Kumar Jena
The case on Moodcafe captures the journey of the start-up and its entrepreneurs from the beginning till the fund-raising stage. The case brings forth critical decisions that each entrepreneur or the team of co-founders have to address during their start-up journey. This short case gives opportunity to delve into two aspects mainly a) As a founder, which investor should one choose for seeking funds and what should be the terms and conditions of investment? and b) How can one review and assess the business model of a start-up?
关于 Moodcafe 的案例记录了这家初创企业及其创业者从起步到筹资阶段的历程。案例提出了每位创业者或联合创始人团队在创业过程中必须做出的关键决定。这个简短的案例提供了深入研究两个方面的机会，主要是 a) 作为创始人，应该选择哪位投资者寻求资金，投资条款和条件应该是什么？
{"title":"Moodcafe: From Idea Conception to Raising Funds","authors":"C. Singla, Shridhar Sethuram, Sanjay Kumar Jena","doi":"10.1108/case.iima.2023.000046","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000046","url":null,"abstract":"The case on Moodcafe captures the journey of the start-up and its entrepreneurs from the beginning till the fund-raising stage. The case brings forth critical decisions that each entrepreneur or the team of co-founders have to address during their start-up journey. This short case gives opportunity to delve into two aspects mainly a) As a founder, which investor should one choose for seeking funds and what should be the terms and conditions of investment? and b) How can one review and assess the business model of a start-up?","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"3 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139241735","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 : 2023-11-24DOI: 10.1108/case.iima.2023.000044
Rajesh Chandwani, M. Vimalkumar, Jang Bahadur Singh, Sonal Asthana
Milaap is a popular medical crowdfunding platform in India, enabling interaction between those who want to raise funds and those who want to donate. To achieve the critical mass Milaap had to increase the trust among the donors and ensure a higher success rate of the campaigns. Milaap provided two types of services: Do it Yourself (DIY), and Supported Campaign (SC). Milaap charged 5% of the raised amount from the DIY campaigns and 15% of the raised amount from the SC. Overall the chances of success were high in the SC. The case explores the dilemma of type of service to be prioritized.
{"title":"MILAAP - Crowdfunding for All: Helping Patients by Facilitating Philanthropy","authors":"Rajesh Chandwani, M. Vimalkumar, Jang Bahadur Singh, Sonal Asthana","doi":"10.1108/case.iima.2023.000044","DOIUrl":"https://doi.org/10.1108/case.iima.2023.000044","url":null,"abstract":"Milaap is a popular medical crowdfunding platform in India, enabling interaction between those who want to raise funds and those who want to donate. To achieve the critical mass Milaap had to increase the trust among the donors and ensure a higher success rate of the campaigns. Milaap provided two types of services: Do it Yourself (DIY), and Supported Campaign (SC). Milaap charged 5% of the raised amount from the DIY campaigns and 15% of the raised amount from the SC. Overall the chances of success were high in the SC. The case explores the dilemma of type of service to be prioritized.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"236 ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139241479","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}
Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.
{"title":"Neons Fashion LLP (B): The Setbacks","authors":"Saral Mukherjee, Abhishek, Soundarya Balasubramani","doi":"10.4135/9781529776386","DOIUrl":"https://doi.org/10.4135/9781529776386","url":null,"abstract":"Neons Fashion LLP was an entrepreneurial venture of Arthi Ramalingam after completion of her MBA. Arthi had an interest in jewellery since childhood and she decided to focus on design, manufacturing and retailing of fashion and costume jewellery items under the brand name of Eternz through different sales channels like exhibitions, retail stores, own website and as an independent seller on e-commerce marketplaces. She initially started selling on Amazon marketplace through a third party, Cloudtail India Pvt. Ltd., and later sold through other e-commerce marketplace operators like Flipkart, Jabong and FirstCry. As her business grew, Arthi planned to add the kids' shoes category and also decided to participate in Bangalore Fashion Week to build the Eternz brand. However, in November 2016, Cloudtail terminated her contract which played havoc with the sales and profitability of her start-up. Neons Fashion LLP (A) provides details of how independent sellers are at the mercy of marketplace operators and ends with the need to review the choices of sales channels for different categories like fashion garments and fashion accessories, and for the upcoming launch of kids' shoes. Neons Fashion LLP (B) describes the events after the Bangalore Fashion Week that ultimately led to closure of business.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"82 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-10-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139321083","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}
The founding principle of contracts is the freedom of the parties. The parties are free to choose their terms and follow any modality of communication, oral or written. As they can freely make a contract, they can freely modify or unmake it. Written contracts have a clause, No Oral Modification Clause (NOM Clause), precluding oral modifications of the contract. Irrespective of it, business persons make oral agreements modifying the contract, and later, dispute its validity. If the parties are free to contract, why should the oral agreement not be binding? In a NOM Clause then, ineffective? The United Kingdom Supreme Court, in MWB Business Exchange Centres Ltd v Rock Advertising Ltd, explores this fundamental question on contract law.
合同的基本原则是当事人的自由。当事人可自由选择条款，并采用任何口头或书面交流方式。既然可以自由订立合同，就可以自由修改或解除合同。书面合同中有一项条款，即禁止口头修改条款（NOM 条款），禁止口头修改合同。尽管如此，商人们还是会通过口头协议来修改合同，并在之后对合同的有效性提出异议。既然双方可以自由订立合同，为什么口头协议不具有约束力呢？那么，在 NOM 条款中，是否无效呢？英国最高法院在 MWB 商务交流中心有限公司诉 Rock 广告有限公司一案中探讨了合同法的这一基本问题。
{"title":"Sanctity of Oral Agreements: MWB Business Exchange Centres Ltd v Rock Advertising Ltd","authors":"Akhileshwar Pathak","doi":"10.4135/9781529772807","DOIUrl":"https://doi.org/10.4135/9781529772807","url":null,"abstract":"The founding principle of contracts is the freedom of the parties. The parties are free to choose their terms and follow any modality of communication, oral or written. As they can freely make a contract, they can freely modify or unmake it. Written contracts have a clause, No Oral Modification Clause (NOM Clause), precluding oral modifications of the contract. Irrespective of it, business persons make oral agreements modifying the contract, and later, dispute its validity. If the parties are free to contract, why should the oral agreement not be binding? In a NOM Clause then, ineffective? The United Kingdom Supreme Court, in MWB Business Exchange Centres Ltd v Rock Advertising Ltd, explores this fundamental question on contract law.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"206 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-09-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139338410","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}
The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.
{"title":"The Amara Raja Group (A): Building HRM Capabilities","authors":"B. Varkkey, F. Shaik","doi":"10.4135/9781529771343","DOIUrl":"https://doi.org/10.4135/9781529771343","url":null,"abstract":"The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"717 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139339162","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 : 2019-12-30DOI: 10.1108/case.iima.2020.000186
Meenakshi Sharma
The case deals with Axel Motor's expansion into India and the clash between expectations and communication styles of the Indian subsidiary and Headquarters. While the subsidiary wants to follow a responsive, market-driven approach to product design and marketing strategy, the top management is driven by the strong belief that the group's core values are universal and no tweaking is needed for particular locations. Anil Mishra, Head of Sales, and the team at the corporate office of Axel Motors India have received an email from Maximilian Klotz, Head of Strategy at Axel Motor's Headquarters. Klotz has expressed complete dissatisfaction with the performance of Axel Motors India. Mishra and the team have to decide how to handle the challenge of getting their input - based on an understanding of the local environment - valued at Headquarters.
{"title":"Axel Motors","authors":"Meenakshi Sharma","doi":"10.1108/case.iima.2020.000186","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000186","url":null,"abstract":"The case deals with Axel Motor's expansion into India and the clash between expectations and communication styles of the Indian subsidiary and Headquarters. While the subsidiary wants to follow a responsive, market-driven approach to product design and marketing strategy, the top management is driven by the strong belief that the group's core values are universal and no tweaking is needed for particular locations. Anil Mishra, Head of Sales, and the team at the corporate office of Axel Motors India have received an email from Maximilian Klotz, Head of Strategy at Axel Motor's Headquarters. Klotz has expressed complete dissatisfaction with the performance of Axel Motors India. Mishra and the team have to decide how to handle the challenge of getting their input - based on an understanding of the local environment - valued at Headquarters.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116660636","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 : 2019-11-21DOI: 10.1108/CASE.IIMA.2020.000185
Sunil Sharma, Parvinder Gupta
The case describes the first four years of Dhruva, a tax advisory firm set up by Dinesh Kanabar, ex-Deputy CEO of KPMG. Dinesh and other founding partners had worked with the Big-4 firms and were familiar with some of the tensions in the overall ecosystem of Professional Services Firms. Dinesh wanted to build a distinctive professional service firm driven by values of cooperation, high quality work, transparency and stewardship. Very early in its journey, Dhruva's founding team decided that they would use organizational culture as the North Star for guiding decisions related to growth, internal organization design and even admission of new members including Partners. The first four years turned out to be highly successful for the firm. Since inception, it was ranked as Tier-1 firm in the tax advisory space. It was apparent that the firm had succeeded in building a model of alternate organizational paradigm for professional service firms. The next challenge was to test the scalability of this model as the firm embarked on an ambitious growth journey.
{"title":"Dhruva Advisors: Culture as North Star of Growth","authors":"Sunil Sharma, Parvinder Gupta","doi":"10.1108/CASE.IIMA.2020.000185","DOIUrl":"https://doi.org/10.1108/CASE.IIMA.2020.000185","url":null,"abstract":"The case describes the first four years of Dhruva, a tax advisory firm set up by Dinesh Kanabar, ex-Deputy CEO of KPMG. Dinesh and other founding partners had worked with the Big-4 firms and were familiar with some of the tensions in the overall ecosystem of Professional Services Firms. Dinesh wanted to build a distinctive professional service firm driven by values of cooperation, high quality work, transparency and stewardship. Very early in its journey, Dhruva's founding team decided that they would use organizational culture as the North Star for guiding decisions related to growth, internal organization design and even admission of new members including Partners. The first four years turned out to be highly successful for the firm. Since inception, it was ranked as Tier-1 firm in the tax advisory space. It was apparent that the firm had succeeded in building a model of alternate organizational paradigm for professional service firms. The next challenge was to test the scalability of this model as the firm embarked on an ambitious growth journey.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"165 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126267952","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 : 2019-08-13DOI: 10.1108/case.iima.2020.000206
M. Sud, P. Narayan
In 2006, four successful entrepreneurs decided to establish a world-class mega university. Initially, the project progressed slowly until Vineet Gupta was able to locate a small plot of land in Sonipat, Haryana. Forty-eight hours before the payment deadline, Ashish Dhawan and Sanjeev Bikchandani agreed to invest in their personal capital to kick start the project. They however suggested a pivot in favour of a smaller private liberal arts college. Meanwhile, Pramath Sinha, with prior experience in establishing the Indian School of Business launched a pilot through the Young India Fellowship (YIF). Dhawan and Bikchandani, through their extensive entrepreneurial networks, raised scholarships for the first two batches of the fellowship in the hope of attracting other donors to the board and getting a buy-in for Ashoka University. The team faced a number of challenges: managing the new model of collective philanthropy, recruiting faculty and finding jobs for the first undergraduate batch. At Ashoka University's first graduation ceremony in 2017 they wondered whether this model could revolutionise the higher education space like the IITs and IIMs had done for the country.
{"title":"Entrepreneurship and the Liberal Arts: The Making of Ashoka University","authors":"M. Sud, P. Narayan","doi":"10.1108/case.iima.2020.000206","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000206","url":null,"abstract":"In 2006, four successful entrepreneurs decided to establish a world-class mega university. Initially, the project progressed slowly until Vineet Gupta was able to locate a small plot of land in Sonipat, Haryana. Forty-eight hours before the payment deadline, Ashish Dhawan and Sanjeev Bikchandani agreed to invest in their personal capital to kick start the project. They however suggested a pivot in favour of a smaller private liberal arts college. Meanwhile, Pramath Sinha, with prior experience in establishing the Indian School of Business launched a pilot through the Young India Fellowship (YIF). Dhawan and Bikchandani, through their extensive entrepreneurial networks, raised scholarships for the first two batches of the fellowship in the hope of attracting other donors to the board and getting a buy-in for Ashoka University. The team faced a number of challenges: managing the new model of collective philanthropy, recruiting faculty and finding jobs for the first undergraduate batch. At Ashoka University's first graduation ceremony in 2017 they wondered whether this model could revolutionise the higher education space like the IITs and IIMs had done for the country.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114159275","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 : 2019-07-05DOI: 10.1108/case.iima.2020.000205
A. Sahay
Mahindra Trucks and Bus Division (MTBD) of Mahindra & Mahindra is at an interesting stage of its evolution. Having gone through a bad patch with a product that was not quite up to the mark, it appears to have got the product right by early 2018 and truck sales had been going up in the country for the previous four years. While Mahindra & Mahindra as a company is a large firm with revenues of more than USD 15 billion, MTBD itself is a small player (INR 2400 crore, USD 350 million) within the firm and in an Indian truck industry that is dominated by goliaths, Tata Motors and Ashok Leyland that between them had more than 81% market share and a customer mindset that was loath to leave the comfort of a known brand. The case provides data on product specifications, prices, marketing communication, channels, positioning, the context and competition. The intention is to use the case to go through the steps involved in evaluating and developing and creating a marketing plan for MTBD to increase its market share from the 4% in 2018 to an intended 8% in 2022.
{"title":"Mahindra Trucks & Bus Division: Building a Marketing Plan","authors":"A. Sahay","doi":"10.1108/case.iima.2020.000205","DOIUrl":"https://doi.org/10.1108/case.iima.2020.000205","url":null,"abstract":"Mahindra Trucks and Bus Division (MTBD) of Mahindra & Mahindra is at an interesting stage of its evolution. Having gone through a bad patch with a product that was not quite up to the mark, it appears to have got the product right by early 2018 and truck sales had been going up in the country for the previous four years. While Mahindra & Mahindra as a company is a large firm with revenues of more than USD 15 billion, MTBD itself is a small player (INR 2400 crore, USD 350 million) within the firm and in an Indian truck industry that is dominated by goliaths, Tata Motors and Ashok Leyland that between them had more than 81% market share and a customer mindset that was loath to leave the comfort of a known brand. The case provides data on product specifications, prices, marketing communication, channels, positioning, the context and competition. The intention is to use the case to go through the steps involved in evaluating and developing and creating a marketing plan for MTBD to increase its market share from the 4% in 2018 to an intended 8% in 2022.","PeriodicalId":433867,"journal":{"name":"Indian Institute of Management Ahmedabad","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130056475","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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