Pub Date : 2024-05-21DOI: 10.1177/09728201241241117
Anjum Fayyaz, Jawad Syed
Cotton Web Private Limited (CW), an apparel company based in Lahore, was established in the late 1990s by entrepreneurs who faced limitations in resources and experience within the textile manufacturing and export sector. Despite these constraints, the directors successfully capitalized on a narrow window of opportunity, leveraging their entrepreneurial skills with the dedicated support of experienced employees and fostering a positive ‘can-do’ culture. By 2013, they had transformed the company from its inception in 1998 into a substantial enterprise with over 2,000 employees. At this juncture, the directors, particularly Daniyal and Waseem, decided to initiate a strategic change aimed at transitioning the flat, entrepreneurial structure of the company into a systematically managed organization. To facilitate this transformation, the directors enlisted the services of an external HR consultant to assess, design, and implement the strategic change process. Despite the positive intent behind the change process to foster organizational growth and enhance management systems, it encountered significant challenges. Communication breakdowns emerged at various levels and junctures, including between the directors and the HR consultant, between the consultant and the employees, and between the management and the workforce. The change process, unfortunately, resulted in thirteen resignations within a short timeframe, indicating its disruptive impact. This challenging situation left the directors in an uncomfortable position, compelling them to contemplate difficult decisions to address the issues at hand.
{"title":"Internal Communication and Change Management at Cotton Web Private Limited","authors":"Anjum Fayyaz, Jawad Syed","doi":"10.1177/09728201241241117","DOIUrl":"https://doi.org/10.1177/09728201241241117","url":null,"abstract":"Cotton Web Private Limited (CW), an apparel company based in Lahore, was established in the late 1990s by entrepreneurs who faced limitations in resources and experience within the textile manufacturing and export sector. Despite these constraints, the directors successfully capitalized on a narrow window of opportunity, leveraging their entrepreneurial skills with the dedicated support of experienced employees and fostering a positive ‘can-do’ culture. By 2013, they had transformed the company from its inception in 1998 into a substantial enterprise with over 2,000 employees. At this juncture, the directors, particularly Daniyal and Waseem, decided to initiate a strategic change aimed at transitioning the flat, entrepreneurial structure of the company into a systematically managed organization. To facilitate this transformation, the directors enlisted the services of an external HR consultant to assess, design, and implement the strategic change process. Despite the positive intent behind the change process to foster organizational growth and enhance management systems, it encountered significant challenges. Communication breakdowns emerged at various levels and junctures, including between the directors and the HR consultant, between the consultant and the employees, and between the management and the workforce. The change process, unfortunately, resulted in thirteen resignations within a short timeframe, indicating its disruptive impact. This challenging situation left the directors in an uncomfortable position, compelling them to contemplate difficult decisions to address the issues at hand.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"126 47","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-05-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141115429","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-25DOI: 10.1177/09728201231222070
Arijit Bhattacharya
Established in 2013, Oyo Hotels & Rooms, an Internet startup in the Indian hospitality sector, experienced an astonishing journey, culminating in a valuation of USD 5 billion by the end of 2018. The remarkable success of Oyo left many observers astounded. This meteoric rise was attributed to Oyo’s innovative business model, strategically targeting the fragmented budget segment of hotels beset by inefficiency. Oyo addressed these challenges by providing access to hotel rooms in prime locations, ensuring standardized services and offering affordability to customers. Over the years, Oyo gradually diverged from its core business as a mere aggregator of hotel rooms. It ventured into leasing hotels in the mid and premium segments, tapped into the Indian wedding segment, acquired companies and expanded its footprint into numerous foreign markets. This case aims to scrutinize whether this accelerated growth strategy could compromise the fundamental service promise of standardization. Additionally, it investigates whether the financially robust company, particularly after securing a USD 1 billion investment in September 2018, risks losing touch with reality as it becomes entangled in various controversies.
{"title":"Oyo Hotel’s Expansion Spree: Too Much, Too Fast?","authors":"Arijit Bhattacharya","doi":"10.1177/09728201231222070","DOIUrl":"https://doi.org/10.1177/09728201231222070","url":null,"abstract":"Established in 2013, Oyo Hotels & Rooms, an Internet startup in the Indian hospitality sector, experienced an astonishing journey, culminating in a valuation of USD 5 billion by the end of 2018. The remarkable success of Oyo left many observers astounded. This meteoric rise was attributed to Oyo’s innovative business model, strategically targeting the fragmented budget segment of hotels beset by inefficiency. Oyo addressed these challenges by providing access to hotel rooms in prime locations, ensuring standardized services and offering affordability to customers. Over the years, Oyo gradually diverged from its core business as a mere aggregator of hotel rooms. It ventured into leasing hotels in the mid and premium segments, tapped into the Indian wedding segment, acquired companies and expanded its footprint into numerous foreign markets. This case aims to scrutinize whether this accelerated growth strategy could compromise the fundamental service promise of standardization. Additionally, it investigates whether the financially robust company, particularly after securing a USD 1 billion investment in September 2018, risks losing touch with reality as it becomes entangled in various controversies.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"9 19","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140381559","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-25DOI: 10.1177/09728201231211724
Janki Mistry
This case revolves around the acquisition of Bhushan Power and Steel Ltd (BPSL) by JSW Steel Ltd BPSL faced severe financial difficulties, prompting its lenders, including prominent Indian banks, to initiate insolvency proceedings under Section 7 of the Insolvency and Bankruptcy Code in 2019. JSW Steel Ltd entered the competition to acquire BPSL’s assets and secured the bid. However, complications arose as the Enforcement Directorate and BPSL’s promoters raised objections, leading to delays in the insolvency process. The case spotlights a significant Indian corporate reform represented by the Insolvency and Bankruptcy Code and the establishment of the National Company Law Appellate Tribunal (NCLAT). This reform proved essential as it provided an alternative to distressed companies, which previously had no choice but to cease operations, adversely affecting both employees and lenders. The NCLAT has since introduced a win-win solution for most stakeholders. Furthermore, the case delves into the crucial characteristics of the steel industry, an indispensable product utilized across various global industries, and how these features significantly impact strategic decision-making. It underscores the strategic value of JSW Steel Ltd’s acquisition of a struggling company. In summary, it offers a comprehensive perspective on the insolvency process, the roles of the NCLAT and Enforcement Directorate, and the value generated through the acquisition.
{"title":"The Knight in Shining Armour: JSW Steel Ltd’s Acquisition of Bhushan Power and Steel Ltd","authors":"Janki Mistry","doi":"10.1177/09728201231211724","DOIUrl":"https://doi.org/10.1177/09728201231211724","url":null,"abstract":"This case revolves around the acquisition of Bhushan Power and Steel Ltd (BPSL) by JSW Steel Ltd BPSL faced severe financial difficulties, prompting its lenders, including prominent Indian banks, to initiate insolvency proceedings under Section 7 of the Insolvency and Bankruptcy Code in 2019. JSW Steel Ltd entered the competition to acquire BPSL’s assets and secured the bid. However, complications arose as the Enforcement Directorate and BPSL’s promoters raised objections, leading to delays in the insolvency process. The case spotlights a significant Indian corporate reform represented by the Insolvency and Bankruptcy Code and the establishment of the National Company Law Appellate Tribunal (NCLAT). This reform proved essential as it provided an alternative to distressed companies, which previously had no choice but to cease operations, adversely affecting both employees and lenders. The NCLAT has since introduced a win-win solution for most stakeholders. Furthermore, the case delves into the crucial characteristics of the steel industry, an indispensable product utilized across various global industries, and how these features significantly impact strategic decision-making. It underscores the strategic value of JSW Steel Ltd’s acquisition of a struggling company. In summary, it offers a comprehensive perspective on the insolvency process, the roles of the NCLAT and Enforcement Directorate, and the value generated through the acquisition.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":" 11","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140383884","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-19DOI: 10.1177/09728201231223053
Manoj Gour Chintaluri, Bala Subramanian R., Sunita Mehta
The case illustrates the challenges a newcomer faces in a regional leadership role within an already well-established framework. His struggles in managing growth and market shares bring to light the vulnerabilities in the organization’s existing practices. Participants gain insights into management concepts such as review mechanisms, gaps in the recruitment process, mentorship of new recruits and the resilience of systems even amid a change in leadership. The path to recovery involves delving into the comprehension of various indicators within the context of sales and distribution.
{"title":"Dismal Management of the Sales and Distribution System at GEM Food Products","authors":"Manoj Gour Chintaluri, Bala Subramanian R., Sunita Mehta","doi":"10.1177/09728201231223053","DOIUrl":"https://doi.org/10.1177/09728201231223053","url":null,"abstract":"The case illustrates the challenges a newcomer faces in a regional leadership role within an already well-established framework. His struggles in managing growth and market shares bring to light the vulnerabilities in the organization’s existing practices. Participants gain insights into management concepts such as review mechanisms, gaps in the recruitment process, mentorship of new recruits and the resilience of systems even amid a change in leadership. The path to recovery involves delving into the comprehension of various indicators within the context of sales and distribution.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"28 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140449967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-11DOI: 10.1177/09728201231196420
Noopur
This case primarily focuses on how Jamshedpur Utilities Services Company (JUSCO) identifies and nurtures talents from within their organization to prepare them for future positions. JUSCO places a strong emphasis on both the processes and content of building relational capacity and enhancing social capital within the company. This approach has led to a significant improvement in the level of respect, trust and commitment among internal and external members of the organization, ultimately contributing to enhanced individual, group and organizational performance. To keep up with the rapidly changing market demands, JUSCO has made strategic investments in developing the capabilities of its existing employees, who have the potential to drive growth in new categories. Through their competency development programmes, JUSCO has not only increased managers’ appreciation of their employees’ potential but has also succeeded in fostering a deep understanding of the organization’s vision and culture among its members. By aligning training programmes with promotions, they have created champions who play a vital role in implementing critical strategies. This case offers valuable insights to organizations and practitioners on how to effectively develop competencies among potential members within their own ranks, ensuring a sustainable pipeline of skilled and qualified individuals for the organization’s future success.
{"title":"Assessing Competencies and Developing Human Capital at Workplace: A Case Study","authors":"Noopur","doi":"10.1177/09728201231196420","DOIUrl":"https://doi.org/10.1177/09728201231196420","url":null,"abstract":"This case primarily focuses on how Jamshedpur Utilities Services Company (JUSCO) identifies and nurtures talents from within their organization to prepare them for future positions. JUSCO places a strong emphasis on both the processes and content of building relational capacity and enhancing social capital within the company. This approach has led to a significant improvement in the level of respect, trust and commitment among internal and external members of the organization, ultimately contributing to enhanced individual, group and organizational performance. To keep up with the rapidly changing market demands, JUSCO has made strategic investments in developing the capabilities of its existing employees, who have the potential to drive growth in new categories. Through their competency development programmes, JUSCO has not only increased managers’ appreciation of their employees’ potential but has also succeeded in fostering a deep understanding of the organization’s vision and culture among its members. By aligning training programmes with promotions, they have created champions who play a vital role in implementing critical strategies. This case offers valuable insights to organizations and practitioners on how to effectively develop competencies among potential members within their own ranks, ensuring a sustainable pipeline of skilled and qualified individuals for the organization’s future success.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"113 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139785100","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-11DOI: 10.1177/09728201231196420
Noopur
This case primarily focuses on how Jamshedpur Utilities Services Company (JUSCO) identifies and nurtures talents from within their organization to prepare them for future positions. JUSCO places a strong emphasis on both the processes and content of building relational capacity and enhancing social capital within the company. This approach has led to a significant improvement in the level of respect, trust and commitment among internal and external members of the organization, ultimately contributing to enhanced individual, group and organizational performance. To keep up with the rapidly changing market demands, JUSCO has made strategic investments in developing the capabilities of its existing employees, who have the potential to drive growth in new categories. Through their competency development programmes, JUSCO has not only increased managers’ appreciation of their employees’ potential but has also succeeded in fostering a deep understanding of the organization’s vision and culture among its members. By aligning training programmes with promotions, they have created champions who play a vital role in implementing critical strategies. This case offers valuable insights to organizations and practitioners on how to effectively develop competencies among potential members within their own ranks, ensuring a sustainable pipeline of skilled and qualified individuals for the organization’s future success.
{"title":"Assessing Competencies and Developing Human Capital at Workplace: A Case Study","authors":"Noopur","doi":"10.1177/09728201231196420","DOIUrl":"https://doi.org/10.1177/09728201231196420","url":null,"abstract":"This case primarily focuses on how Jamshedpur Utilities Services Company (JUSCO) identifies and nurtures talents from within their organization to prepare them for future positions. JUSCO places a strong emphasis on both the processes and content of building relational capacity and enhancing social capital within the company. This approach has led to a significant improvement in the level of respect, trust and commitment among internal and external members of the organization, ultimately contributing to enhanced individual, group and organizational performance. To keep up with the rapidly changing market demands, JUSCO has made strategic investments in developing the capabilities of its existing employees, who have the potential to drive growth in new categories. Through their competency development programmes, JUSCO has not only increased managers’ appreciation of their employees’ potential but has also succeeded in fostering a deep understanding of the organization’s vision and culture among its members. By aligning training programmes with promotions, they have created champions who play a vital role in implementing critical strategies. This case offers valuable insights to organizations and practitioners on how to effectively develop competencies among potential members within their own ranks, ensuring a sustainable pipeline of skilled and qualified individuals for the organization’s future success.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"45 3","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139845074","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-06DOI: 10.1177/09728201231210602
Hiteksha Upadhyay
This case sheds light on various aspects, including valuation, promoter holdings and shareholding patterns, concerning the pre- and post-demerger phases of Arvind Ltd. It serves as an educational tool for students to grasp the significance of demergers within the realm of corporate restructuring. Moreover, it equips them with the ability to analyse spin-offs, split-ups or split-offs as specific forms of demergers. What makes this case particularly intriguing is its potential to enable students to assess whether the chosen demerger structure and subsequent changes in shareholding patterns can effectively enhance shareholder wealth.
{"title":"Arvind Ltd: Can Hiving off Be a Growth Strategy?","authors":"Hiteksha Upadhyay","doi":"10.1177/09728201231210602","DOIUrl":"https://doi.org/10.1177/09728201231210602","url":null,"abstract":"This case sheds light on various aspects, including valuation, promoter holdings and shareholding patterns, concerning the pre- and post-demerger phases of Arvind Ltd. It serves as an educational tool for students to grasp the significance of demergers within the realm of corporate restructuring. Moreover, it equips them with the ability to analyse spin-offs, split-ups or split-offs as specific forms of demergers. What makes this case particularly intriguing is its potential to enable students to assess whether the chosen demerger structure and subsequent changes in shareholding patterns can effectively enhance shareholder wealth.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"44 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139859139","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-06DOI: 10.1177/09728201231210602
Hiteksha Upadhyay
This case sheds light on various aspects, including valuation, promoter holdings and shareholding patterns, concerning the pre- and post-demerger phases of Arvind Ltd. It serves as an educational tool for students to grasp the significance of demergers within the realm of corporate restructuring. Moreover, it equips them with the ability to analyse spin-offs, split-ups or split-offs as specific forms of demergers. What makes this case particularly intriguing is its potential to enable students to assess whether the chosen demerger structure and subsequent changes in shareholding patterns can effectively enhance shareholder wealth.
{"title":"Arvind Ltd: Can Hiving off Be a Growth Strategy?","authors":"Hiteksha Upadhyay","doi":"10.1177/09728201231210602","DOIUrl":"https://doi.org/10.1177/09728201231210602","url":null,"abstract":"This case sheds light on various aspects, including valuation, promoter holdings and shareholding patterns, concerning the pre- and post-demerger phases of Arvind Ltd. It serves as an educational tool for students to grasp the significance of demergers within the realm of corporate restructuring. Moreover, it equips them with the ability to analyse spin-offs, split-ups or split-offs as specific forms of demergers. What makes this case particularly intriguing is its potential to enable students to assess whether the chosen demerger structure and subsequent changes in shareholding patterns can effectively enhance shareholder wealth.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"324 10","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139799133","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-05DOI: 10.1177/09728201231225368
Shalaghya Sharma, Amit Kumar
The founder of a charitable organization dedicated to small livestock management for livelihood generation now confronts the additional challenge of supporting returnee migrant workers who lost their jobs due to COVID-19. Simultaneously, addressing the need to navigate the economy during and after the COVID era became imperative. India’s diverse economic landscape, marked by substantial regional disparities, compels thousands of labourers to migrate annually for a better life. The COVID-19 pandemic exacerbated the plight of these migrant labourers. Faced with joblessness and unable to sustain themselves in large cities, they began returning to their homes. The Goat Trust, actively promoting livelihood development in resource-deprived areas, is exploring avenues to reshape the value network of goat farming in India. The urgency of the situation demands immediate action. This scenario underscores the potential for social enterprises to play a pivotal role in building the new post-pandemic economy. Organizations like the Goat Trust can seize opportunities presented by this social crisis by upgrading and digitising local economies. This approach is pertinent to India and relevant to the global economy. Focusing on local economic development emerges as a key strategy for alleviating the profound economic depression induced by the pandemic.
{"title":"Preparing for the Future in the Shadow of the Pandemic—The Goat Trust Emerges Digitally","authors":"Shalaghya Sharma, Amit Kumar","doi":"10.1177/09728201231225368","DOIUrl":"https://doi.org/10.1177/09728201231225368","url":null,"abstract":"The founder of a charitable organization dedicated to small livestock management for livelihood generation now confronts the additional challenge of supporting returnee migrant workers who lost their jobs due to COVID-19. Simultaneously, addressing the need to navigate the economy during and after the COVID era became imperative. India’s diverse economic landscape, marked by substantial regional disparities, compels thousands of labourers to migrate annually for a better life. The COVID-19 pandemic exacerbated the plight of these migrant labourers. Faced with joblessness and unable to sustain themselves in large cities, they began returning to their homes. The Goat Trust, actively promoting livelihood development in resource-deprived areas, is exploring avenues to reshape the value network of goat farming in India. The urgency of the situation demands immediate action. This scenario underscores the potential for social enterprises to play a pivotal role in building the new post-pandemic economy. Organizations like the Goat Trust can seize opportunities presented by this social crisis by upgrading and digitising local economies. This approach is pertinent to India and relevant to the global economy. Focusing on local economic development emerges as a key strategy for alleviating the profound economic depression induced by the pandemic.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"38 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139864346","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-05DOI: 10.1177/09728201231221621
Praveen Gupta
Eicher Motors Limited, custodian of the revered Royal Enfield (RE) motorcycle brand, faced a pivotal moment in 2019 when Siddhartha Lal, the long-standing Managing Director and Chief Executive Officer, stepped down, handing over leadership to Vinod Dasari. RE had enjoyed a decade-long dominance in India’s mid-segment motorcycle market (250–750cc). However, recent years ushered in formidable challenges, including stringent emission norms, evolving tax structures, disruptions in transportation and the rise of electric vehicles. RE navigated the competitive landscape amid the advent of global brands and was caught in a milieu of choices—ranging from product innovation to global expansion. The new leadership, led by Dasari, aimed to strike a delicate balance, addressing challenges in the domestic market and emerging and mature global markets. This case examines the strategic dilemmas and multi-pronged challenges faced by RE as it sought to reshape its trajectory and evolve under Dasari’s guidance during a transformative period in the motorcycle industry.
{"title":"Royal Enfield’s Plan RE 2.0: Turbulence in Two-wheeler Market","authors":"Praveen Gupta","doi":"10.1177/09728201231221621","DOIUrl":"https://doi.org/10.1177/09728201231221621","url":null,"abstract":"Eicher Motors Limited, custodian of the revered Royal Enfield (RE) motorcycle brand, faced a pivotal moment in 2019 when Siddhartha Lal, the long-standing Managing Director and Chief Executive Officer, stepped down, handing over leadership to Vinod Dasari. RE had enjoyed a decade-long dominance in India’s mid-segment motorcycle market (250–750cc). However, recent years ushered in formidable challenges, including stringent emission norms, evolving tax structures, disruptions in transportation and the rise of electric vehicles. RE navigated the competitive landscape amid the advent of global brands and was caught in a milieu of choices—ranging from product innovation to global expansion. The new leadership, led by Dasari, aimed to strike a delicate balance, addressing challenges in the domestic market and emerging and mature global markets. This case examines the strategic dilemmas and multi-pronged challenges faced by RE as it sought to reshape its trajectory and evolve under Dasari’s guidance during a transformative period in the motorcycle industry.","PeriodicalId":505514,"journal":{"name":"Asian Journal of Management Cases","volume":"30 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139863909","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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