Asian Journal of Management Cases, Ahead of Print.
The Indian Railway Catering and Tourism Corporation Limited (IRCTC), a public sector enterprise under the Ministry of Railways, was established to commercialize Indian Railways. Since its establishment, catering services became its key source of business. In July 2010, the Ministry of Railways announced a new mandate. The mandate was a serious jolt for IRCTC. Besides losing a major revenue source, IRCTC was also directed to revamp itself completely. The case majorly focuses on the strategy adopted by it to revamp and recover the loss occurring from the revised policy of the ministry. The case also describes the strategic initiatives taken by IRCTC while discharging the new mandate of the year 2010.
Category Archives: Asian Journal of Management Cases
The Dairy Meltdown
Asian Journal of Management Cases, Ahead of Print.
The case highlights the bankruptcy case of Kwality Limited, a significant Indian dairy company. Haldiram Snacks submitted a final bid of ₹1.45 billion to the Committee of Creditors for Kwality Limited, which is currently undergoing bankruptcy proceedings LiveMint (2019). This bid, a slight increase from their earlier rejected bid of ₹1.42 billion, has raised concerns due to its inadequate coverage of the company’s substantial outstanding debt of ₹19 billion Despite extensions, Haldiram Snacks remains the sole bidder, presenting a resolution plan under the Indian Insolvency and Bankruptcy Code (2016).The bankruptcy process was initiated in 2018 by financial creditors KKR India Financial and Punjab National Bank. The bid’s insufficiency, covering less than 10% of the debt, prompts reflections on overlooked warning signs and preventive strategies for the future.The larger context of the Indian dairy industry is provided, highlighting significant production and consumption figures, the growing organized dairy sector and the demand for value-added products. Kwality’s growth and expanding farmer network are briefly touched upon.The case overviews Kwality Limited’s bankruptcy, Haldiram Snacks’ bid, the company’s history and performance, and the broader Indian dairy industry landscape. It underlines the bid’s shortfall in comparison to the outstanding debt and raises pertinent questions about the company’s downfall and preventive measures moving forward.
The case highlights the bankruptcy case of Kwality Limited, a significant Indian dairy company. Haldiram Snacks submitted a final bid of ₹1.45 billion to the Committee of Creditors for Kwality Limited, which is currently undergoing bankruptcy proceedings LiveMint (2019). This bid, a slight increase from their earlier rejected bid of ₹1.42 billion, has raised concerns due to its inadequate coverage of the company’s substantial outstanding debt of ₹19 billion Despite extensions, Haldiram Snacks remains the sole bidder, presenting a resolution plan under the Indian Insolvency and Bankruptcy Code (2016).The bankruptcy process was initiated in 2018 by financial creditors KKR India Financial and Punjab National Bank. The bid’s insufficiency, covering less than 10% of the debt, prompts reflections on overlooked warning signs and preventive strategies for the future.The larger context of the Indian dairy industry is provided, highlighting significant production and consumption figures, the growing organized dairy sector and the demand for value-added products. Kwality’s growth and expanding farmer network are briefly touched upon.The case overviews Kwality Limited’s bankruptcy, Haldiram Snacks’ bid, the company’s history and performance, and the broader Indian dairy industry landscape. It underlines the bid’s shortfall in comparison to the outstanding debt and raises pertinent questions about the company’s downfall and preventive measures moving forward.
Apna Store and E-commerce: Meeting Consumer Needs During COVID-19
Asian Journal of Management Cases, Ahead of Print.
Apna Store, a family-owned ‘kirana’ neighbourhood grocery store in suburban New Delhi, India, offers a diverse selection of 15,000 products. This case revolves around its owner, Mr Jagmohan Trehan, who faces a pivotal decision due to the ongoing COVID-19 pandemic: whether to revamp the store’s product range and venture into e-commerce.The pandemic has dramatically altered consumer behaviour, with a surge in online grocery shopping. E-commerce vendors’ enticing promotions and the entry of Reliance Jio with a unique business model have presented opportunities and challenges to Mr Trehan and the kirana store industry, the backbone of India’s retail sector. In March 2020, the pandemic prompted panic buying and shifts in consumer preferences, compelling Apna Store to adapt during the lockdown. As online grocery shopping gained traction, the idea of entering e-commerce emerged, but with reservations. In April 2021, as India faced another pandemic wave, consumers became more comfortable with online grocery shopping, and e-commerce operators improved supply chains and delivery. This case centres on whether Apna Store should embrace e-commerce and the associated costs and benefits.
Apna Store, a family-owned ‘kirana’ neighbourhood grocery store in suburban New Delhi, India, offers a diverse selection of 15,000 products. This case revolves around its owner, Mr Jagmohan Trehan, who faces a pivotal decision due to the ongoing COVID-19 pandemic: whether to revamp the store’s product range and venture into e-commerce.The pandemic has dramatically altered consumer behaviour, with a surge in online grocery shopping. E-commerce vendors’ enticing promotions and the entry of Reliance Jio with a unique business model have presented opportunities and challenges to Mr Trehan and the kirana store industry, the backbone of India’s retail sector. In March 2020, the pandemic prompted panic buying and shifts in consumer preferences, compelling Apna Store to adapt during the lockdown. As online grocery shopping gained traction, the idea of entering e-commerce emerged, but with reservations. In April 2021, as India faced another pandemic wave, consumers became more comfortable with online grocery shopping, and e-commerce operators improved supply chains and delivery. This case centres on whether Apna Store should embrace e-commerce and the associated costs and benefits.
Walled City of Lahore Authority: The Royal Trail Heritage Project
Asian Journal of Management Cases, Ahead of Print.
This case is designed for MBA and undergraduate courses, aiming to emphasize the importance of stakeholder management in projects and familiarize participants with effective stakeholder management tools. The scenario revolves around a project involving community revitalization and historic preservation located in Lahore, Pakistan, known as the ‘City of Gardens’. The project area includes significant historical landmarks and charming, close-knit residential neighbourhoods where interconnected communities have lived for generations.The case unfolds through the perspective of Kamran Lashari, the protagonist, who inherits a challenging project burdened by a history of unsuccessful and possibly unmotivated predecessors. This project is facing a multitude of issues, spanning technical and managerial aspects. Its success is critical not only for its own sake but also because it sets the precedent for a series of ambitious community revitalization projects planned within the City of Gardens. Failure here could jeopardize future projects, strain relations with donors and permanently alienate the local community.The local community has harboured scepticism towards such endeavours, given their prior experiences with half-hearted attempts that brought inconvenience without any lasting benefits. These past efforts have left a bitter taste, making the community wary of new initiatives. Additionally, the project relies heavily on its partnership with the Aga Khan Trust for Culture, which provides invaluable technical support without substantial financial compensation. However, in Kamran Lashari’s inherited situation, this crucial partnership appears to be in shambles.In the classroom setting, students are encouraged to delve into a systematic analysis of the project’s extensive array of stakeholders, each with their own unique interests. This case provides an ideal backdrop for examining various stakeholder analysis frameworks, including the Warees Framework, Donaldson and Preston’s (1995) theory distinguishing between influencers and stakeholders based on power, legitimacy and urgency, as well as the power-support matrix. These frameworks offer valuable tools for dissecting and understanding the complex web of relationships and interests involved in this high-stakes project.
This case is designed for MBA and undergraduate courses, aiming to emphasize the importance of stakeholder management in projects and familiarize participants with effective stakeholder management tools. The scenario revolves around a project involving community revitalization and historic preservation located in Lahore, Pakistan, known as the ‘City of Gardens’. The project area includes significant historical landmarks and charming, close-knit residential neighbourhoods where interconnected communities have lived for generations.The case unfolds through the perspective of Kamran Lashari, the protagonist, who inherits a challenging project burdened by a history of unsuccessful and possibly unmotivated predecessors. This project is facing a multitude of issues, spanning technical and managerial aspects. Its success is critical not only for its own sake but also because it sets the precedent for a series of ambitious community revitalization projects planned within the City of Gardens. Failure here could jeopardize future projects, strain relations with donors and permanently alienate the local community.The local community has harboured scepticism towards such endeavours, given their prior experiences with half-hearted attempts that brought inconvenience without any lasting benefits. These past efforts have left a bitter taste, making the community wary of new initiatives. Additionally, the project relies heavily on its partnership with the Aga Khan Trust for Culture, which provides invaluable technical support without substantial financial compensation. However, in Kamran Lashari’s inherited situation, this crucial partnership appears to be in shambles.In the classroom setting, students are encouraged to delve into a systematic analysis of the project’s extensive array of stakeholders, each with their own unique interests. This case provides an ideal backdrop for examining various stakeholder analysis frameworks, including the Warees Framework, Donaldson and Preston’s (1995) theory distinguishing between influencers and stakeholders based on power, legitimacy and urgency, as well as the power-support matrix. These frameworks offer valuable tools for dissecting and understanding the complex web of relationships and interests involved in this high-stakes project.
Aldous Glare Trade & Exports: The Dilemma of Establishing an Assessment Centre
Asian Journal of Management Cases, Ahead of Print.
Aldous Glare Trade & Exports (AGTE) operates as a B2B technology reseller, offering computers, laptops, accessories, mobile phones and smart TVs. Founded in 1995 in Kochi, India, AGTE started with three members and with a capital of USD 4,000. Over time, it gained recognition, establishing sister concerns: ITnet and Alps Distributors for B2C goods and high-end computer sales. With a four-layered structure—CEO, functional heads, and senior and junior executives—AGTE employed 60 people. The HR manager handled human resources (HR) for AGTE, ITnet and Alps Distributors. It expanded with sales offices in Bengaluru, Thiruvananthapuram, and Kochi. By 2016, AGTE achieved USD 27 million turnover. In 2018, AGTE adopted an automated customer relationship management (CRM) system, though employee familiarity was incomplete. Customer complaints surged in April–December 2018, citing delivery and helpline issues. Directors set a USD 100 million turnover by 2025, allocating USD 300,000 for an assessment centre managed by the Chief Operating Officer Mohan Joseph. It aimed to curb the attrition of senior staff members and enhance CRM proficiency and sales certifications. AGTE aimed to transition from ad hoc training to structured recruitment training, overseen by Mohan Joseph and HR Manager Charles D’Souza. Challenges included seamless integration, past issue resolution and attrition management of senior staff members, balancing established practices with innovative strategies aligned with AGTE’s mission.
Aldous Glare Trade & Exports (AGTE) operates as a B2B technology reseller, offering computers, laptops, accessories, mobile phones and smart TVs. Founded in 1995 in Kochi, India, AGTE started with three members and with a capital of USD 4,000. Over time, it gained recognition, establishing sister concerns: ITnet and Alps Distributors for B2C goods and high-end computer sales. With a four-layered structure—CEO, functional heads, and senior and junior executives—AGTE employed 60 people. The HR manager handled human resources (HR) for AGTE, ITnet and Alps Distributors. It expanded with sales offices in Bengaluru, Thiruvananthapuram, and Kochi. By 2016, AGTE achieved USD 27 million turnover. In 2018, AGTE adopted an automated customer relationship management (CRM) system, though employee familiarity was incomplete. Customer complaints surged in April–December 2018, citing delivery and helpline issues. Directors set a USD 100 million turnover by 2025, allocating USD 300,000 for an assessment centre managed by the Chief Operating Officer Mohan Joseph. It aimed to curb the attrition of senior staff members and enhance CRM proficiency and sales certifications. AGTE aimed to transition from ad hoc training to structured recruitment training, overseen by Mohan Joseph and HR Manager Charles D’Souza. Challenges included seamless integration, past issue resolution and attrition management of senior staff members, balancing established practices with innovative strategies aligned with AGTE’s mission.
Business Presentation Skills: The Twenty-first-century Conundrum
Asian Journal of Management Cases, Ahead of Print.
Priyanka’s decision to never take the stage again after receiving harsh feedback on her debut presentation became a hot topic among the first-year students at Excellence School of Management. Professor Mahajan, the course instructor, recognized that this batch was similar to previous ones she had taught. During class presentations, she observed that most students could be divided into two distinct groups. The first group consisted of overly confident students, while the second group comprised individuals who lacked confidence in creating and delivering effective presentations. Professor Mahajan was now faced with two significant challenges. Firstly, she needed to help students understand that an effective presentation was not solely about creating flashy, jargon-filled slides and delivering them flawlessly in English. Secondly, she realized that the students’ misconceptions about presentation skills, which they considered to be undeniable truths, could hinder their progress in learning and practising these skills. Determined to find a swift resolution, Professor Mahajan knew that addressing these issues was crucial for the student’s growth. She understood the importance of building a solid foundation and wanted to dispel the myths surrounding presentation skills without disheartening anyone. Her ultimate goal was to inspire all students to embark on their journey of mastering effective presentation techniques.
Priyanka’s decision to never take the stage again after receiving harsh feedback on her debut presentation became a hot topic among the first-year students at Excellence School of Management. Professor Mahajan, the course instructor, recognized that this batch was similar to previous ones she had taught. During class presentations, she observed that most students could be divided into two distinct groups. The first group consisted of overly confident students, while the second group comprised individuals who lacked confidence in creating and delivering effective presentations. Professor Mahajan was now faced with two significant challenges. Firstly, she needed to help students understand that an effective presentation was not solely about creating flashy, jargon-filled slides and delivering them flawlessly in English. Secondly, she realized that the students’ misconceptions about presentation skills, which they considered to be undeniable truths, could hinder their progress in learning and practising these skills. Determined to find a swift resolution, Professor Mahajan knew that addressing these issues was crucial for the student’s growth. She understood the importance of building a solid foundation and wanted to dispel the myths surrounding presentation skills without disheartening anyone. Her ultimate goal was to inspire all students to embark on their journey of mastering effective presentation techniques.
MDS Plastics: Crafting a Survival Strategy Amidst a Conflict Between Partners
Asian Journal of Management Cases, Ahead of Print.
MDS Plastics was a small manufacturing business in partnership, located in Noida and established in 2012. Specializing in the business-to-business space of the fan industry, the company produced plastic components used in fans. The managing director-cum-partner, Bhardwaj, harboured ambitious plans to boost sales and increase profit margins within the next three years. Despite having significant growth aspirations, the company faced an unexpected and unprecedented challenge with the recent global pandemic. The sudden and severe impact of the pandemic shook the internal dynamics among the partners. As tough times hit, conflicts of interest arose among them, resulting in differences of opinion, parallel governance, delayed decision-making and inadequate responses to the evolving business environment. The case sheds light on a conflict of interest among the partners regarding the company’s future business strategy. This conflict surfaced when one of the partners proposed adding a new business head during the crisis and threatened to leave the company if his suggestion was not accepted. This put forth a dilemma—Should the company consider a proposal that could potentially divert its focus and create catastrophic effects amidst a crisis? This case delves into the challenges faced by a growth-stage small business, encompassing existing conflicts of interest among partners, generational differences, survival strategies and crisis management.
MDS Plastics was a small manufacturing business in partnership, located in Noida and established in 2012. Specializing in the business-to-business space of the fan industry, the company produced plastic components used in fans. The managing director-cum-partner, Bhardwaj, harboured ambitious plans to boost sales and increase profit margins within the next three years. Despite having significant growth aspirations, the company faced an unexpected and unprecedented challenge with the recent global pandemic. The sudden and severe impact of the pandemic shook the internal dynamics among the partners. As tough times hit, conflicts of interest arose among them, resulting in differences of opinion, parallel governance, delayed decision-making and inadequate responses to the evolving business environment. The case sheds light on a conflict of interest among the partners regarding the company’s future business strategy. This conflict surfaced when one of the partners proposed adding a new business head during the crisis and threatened to leave the company if his suggestion was not accepted. This put forth a dilemma—Should the company consider a proposal that could potentially divert its focus and create catastrophic effects amidst a crisis? This case delves into the challenges faced by a growth-stage small business, encompassing existing conflicts of interest among partners, generational differences, survival strategies and crisis management.
Paani Foundation: A Gamified Approach to Water Crisis in Rural India
Asian Journal of Management Cases, Ahead of Print.
Maharashtra in India faced the dual challenge of drought and flooding as a result of variable rainfall and inadequate water management practices. Paani Foundation, an NGO, embarked on a mission to empower and mobilize people in order to combat the issue of water scarcity and drought in Maharashtra. They introduced the ‘Satyamev Jayate Water Cup Competition’, which employed a gamified approach to ignite ‘A Mass Movement to Combat the Environmental Crisis’. In this competition, villages vied with each other to amass as much water as possible during the rainy season by constructing reservoirs for rainwater harvesting. The remarkable success of this intervention in rural Maharashtra led to the question of whether it marked the dawn of a ‘Water Revolution’ in the country. How could a mass movement transform water-scarce villages into water-abundant ones?
Maharashtra in India faced the dual challenge of drought and flooding as a result of variable rainfall and inadequate water management practices. Paani Foundation, an NGO, embarked on a mission to empower and mobilize people in order to combat the issue of water scarcity and drought in Maharashtra. They introduced the ‘Satyamev Jayate Water Cup Competition’, which employed a gamified approach to ignite ‘A Mass Movement to Combat the Environmental Crisis’. In this competition, villages vied with each other to amass as much water as possible during the rainy season by constructing reservoirs for rainwater harvesting. The remarkable success of this intervention in rural Maharashtra led to the question of whether it marked the dawn of a ‘Water Revolution’ in the country. How could a mass movement transform water-scarce villages into water-abundant ones?
Customer’s Dilemma: Lease or Buy?
Asian Journal of Management Cases, Ahead of Print.
The concept of personal vehicle leasing is not new, as it has existed for a long time and has been quite popular in developed markets. However, this idea was relatively novel to the Indian market when it made its entry in 2018. Car manufacturers such as Hyundai and Mahindra had previously ventured into this segment through tie-ups with start-ups, and the latest auto manufacturer to follow suit was India’s largest automaker, Maruti Suzuki. While Suzuki had prior experience with venture leasing restricted to corporates, it had not achieved much success. Nonetheless, this time, it was exploring personal vehicle leasing as an alternative way to promote vehicle ownership. The case describes the predicament faced by an average Indian auto customer when making a capital investment decision regarding car ownership. There were three options available to prospective owners: (a) leasing the car, (b) purchasing the car with their own capital or (c) buying a car through an auto loan with a required down payment. The objective of this case is to resolve the dilemma of a prospective car buyer by thoroughly analysing the three available alternatives from various financial perspectives and reaching a plausible decision. To arrive at the most suitable choice, this case takes into account factors such as the time value of money, opportunity cost, applicable interest rates, insurance costs, time horizon and the frequency of compounding for each option.
The concept of personal vehicle leasing is not new, as it has existed for a long time and has been quite popular in developed markets. However, this idea was relatively novel to the Indian market when it made its entry in 2018. Car manufacturers such as Hyundai and Mahindra had previously ventured into this segment through tie-ups with start-ups, and the latest auto manufacturer to follow suit was India’s largest automaker, Maruti Suzuki. While Suzuki had prior experience with venture leasing restricted to corporates, it had not achieved much success. Nonetheless, this time, it was exploring personal vehicle leasing as an alternative way to promote vehicle ownership. The case describes the predicament faced by an average Indian auto customer when making a capital investment decision regarding car ownership. There were three options available to prospective owners: (a) leasing the car, (b) purchasing the car with their own capital or (c) buying a car through an auto loan with a required down payment. The objective of this case is to resolve the dilemma of a prospective car buyer by thoroughly analysing the three available alternatives from various financial perspectives and reaching a plausible decision. To arrive at the most suitable choice, this case takes into account factors such as the time value of money, opportunity cost, applicable interest rates, insurance costs, time horizon and the frequency of compounding for each option.
An Eco-Friendly Alternative to Plastic Cutlery and Food Packaging: A Case of Ecoware in India
Asian Journal of Management Cases, Ahead of Print.
The nonchalant nature of plastic cutlery, its long-life period, and its durability make it a favourite among users and businesses. However, these properties also make it lethal for the environment and are an eco-disaster. This case discusses an initiative taken by a social enterprise and manufacturing company Ecoware, founded by Rhea Singhal, a pharmacologist by profession. Born in Mumbai and bought up in Dubai and London, her eco-friendly, biodegradable cutlery is an alternative to non-biodegradable single-use plastic cutlery, which, when discarded, ends up in sewage, landfills, fields and water bodies posing a threat to the environment. Moreover, Ecoware cutlery is also an alternative to commercial cutlery, which is made of plastic, has chemical or pesticide residue, binder additives, fillers, wax lining, plastic lining or coatings, or PFA (per- and poly-fluoroalkyl substances), which is generally added to tableware and food packing to offer resistance to oil, grease and moisture.This Ecoware case examines the correlation between sustainability and marketing, with a particular emphasis on sustainability marketing. It delves into Ecoware’s marketing mix strategy and explores the obstacles the company has encountered regarding pricing, environmental awareness and the general lack of understanding regarding the detrimental effects of plastic cutlery.
The nonchalant nature of plastic cutlery, its long-life period, and its durability make it a favourite among users and businesses. However, these properties also make it lethal for the environment and are an eco-disaster. This case discusses an initiative taken by a social enterprise and manufacturing company Ecoware, founded by Rhea Singhal, a pharmacologist by profession. Born in Mumbai and bought up in Dubai and London, her eco-friendly, biodegradable cutlery is an alternative to non-biodegradable single-use plastic cutlery, which, when discarded, ends up in sewage, landfills, fields and water bodies posing a threat to the environment. Moreover, Ecoware cutlery is also an alternative to commercial cutlery, which is made of plastic, has chemical or pesticide residue, binder additives, fillers, wax lining, plastic lining or coatings, or PFA (per- and poly-fluoroalkyl substances), which is generally added to tableware and food packing to offer resistance to oil, grease and moisture.This Ecoware case examines the correlation between sustainability and marketing, with a particular emphasis on sustainability marketing. It delves into Ecoware’s marketing mix strategy and explores the obstacles the company has encountered regarding pricing, environmental awareness and the general lack of understanding regarding the detrimental effects of plastic cutlery.