Asian Journal of Management Cases, Ahead of Print.
Marketing mix strategy plays an important role and serves as a road map for achieving organizational and marketing objectives. An effective marketing mix in the food brand segment strengthens the product’s image, recognition, perception and market share by offering superior value to its customers. The purpose of this case study was to review the marketing mix strategy of a local spice brand with a focus on the bottom of the pyramid (BOP) customers. The case revolved around many questions, encompassing several aspects related to brand marketing, marketing mix strategies, communication and brand distribution, and the company’s core values and vision and its alignment with the mission. The data for this case study were acquired from secondary sources. The information set highlighted the marketing mix and raised questions regarding the underlined challenges faced by the brand for penetrating and maintaining its presence in the market.
L&T’S Acquisition of Mindtree Limited: Is It Worth Contesting?
Asian Journal of Management Cases, Ahead of Print.
On March 18, 2019, Larsen & Toubro (L&T) made an open offer to buy up to a 31% stake in Mindtree (MT), which was among the top 10 information technology (IT) companies in India. L&T had already purchased the 20.41% stake that V. G. Siddhartha (VGS), the largest individual investor in Mindtree, was looking to sell. Mindtree’s promoters felt that the acquisition by L&T would add no value for the shareholders of the company. They had considered the option of buying VGS’s stake and had discussions with suitors who had shown interest in the same. The latter included PE firms such as Kohlberg Kravis Roberts & Co. (KKR) and Baring PE Asia. However, in the end, L&T ended up buying the stake given the price it was willing to offer and the good relationship that its CEO, S. N. Subrahmanyan had with VGS. This led to the first hostile takeover in the Indian IT Industry.The struggle between L&T and Mindtree’s founders left investors in a lurch. While Mindtree’s promoters released a statement stating that L&T’s offer was value-destructive for shareholders, they could not provide any better alternatives. As the founders and L&T continued to lock horns, the investor needed to decide whether L&T had offered a fair deal.
On March 18, 2019, Larsen & Toubro (L&T) made an open offer to buy up to a 31% stake in Mindtree (MT), which was among the top 10 information technology (IT) companies in India. L&T had already purchased the 20.41% stake that V. G. Siddhartha (VGS), the largest individual investor in Mindtree, was looking to sell. Mindtree’s promoters felt that the acquisition by L&T would add no value for the shareholders of the company. They had considered the option of buying VGS’s stake and had discussions with suitors who had shown interest in the same. The latter included PE firms such as Kohlberg Kravis Roberts & Co. (KKR) and Baring PE Asia. However, in the end, L&T ended up buying the stake given the price it was willing to offer and the good relationship that its CEO, S. N. Subrahmanyan had with VGS. This led to the first hostile takeover in the Indian IT Industry.The struggle between L&T and Mindtree’s founders left investors in a lurch. While Mindtree’s promoters released a statement stating that L&T’s offer was value-destructive for shareholders, they could not provide any better alternatives. As the founders and L&T continued to lock horns, the investor needed to decide whether L&T had offered a fair deal.
Majpadu: Bracing for the Future
Asian Journal of Management Cases, Ahead of Print.
Majpadu Bricks Sdn. Bhd. was a Malaysian company incorporated in 1996. Majpadu’s business was in manufacturing and supplying compressed clay bricks, known as dry pressed earth brick (DPEB), a type of bricks manufactured using high-density compression technology. Unlike other bricks that were widely available in the market (also known as ordinary baked bricks), Majpadu’s bricks were not ‘fired’ in kilns; as such, DPEB was claimed to be more eco-friendly, cooler in temperature and yet very durable. Majpadu’s expertise was within the engineering process as well as the technical knowledge of DPEB. Apart from its main business, it also offered consultancy services to the industry. Over the years, Majpadu saw the company face several internal and external circumstances that affected its bottom line. By early 2017, the situation had become more serious, forcing Mr Zaki Hayat, the Managing Director of Majpadu, to implement a strategy to tackle the problems faced by the company.
Majpadu Bricks Sdn. Bhd. was a Malaysian company incorporated in 1996. Majpadu’s business was in manufacturing and supplying compressed clay bricks, known as dry pressed earth brick (DPEB), a type of bricks manufactured using high-density compression technology. Unlike other bricks that were widely available in the market (also known as ordinary baked bricks), Majpadu’s bricks were not ‘fired’ in kilns; as such, DPEB was claimed to be more eco-friendly, cooler in temperature and yet very durable. Majpadu’s expertise was within the engineering process as well as the technical knowledge of DPEB. Apart from its main business, it also offered consultancy services to the industry. Over the years, Majpadu saw the company face several internal and external circumstances that affected its bottom line. By early 2017, the situation had become more serious, forcing Mr Zaki Hayat, the Managing Director of Majpadu, to implement a strategy to tackle the problems faced by the company.
Enerzi Microwave Systems: Growth Strategies in Emerging Market
Asian Journal of Management Cases, Volume 21, Issue 1, Page 69-82, March 2024.
In April 2018, Enerzi Microwave Systems Pvt. Ltd. (EMSPL), a company established by Dr Prakash, was selected as one of the best companies in the medium, small and micro enterprise category. Dr Prakash was very proud of his company’s achievements, but at the same time, he was anxious about its growth in the future. EMSPL, which started in a 200-sq ft space in Bengaluru, is now one of the leading industrial microwave heating systems suppliers. However, Dr Prakash is now facing a challenging situation—to find a path that can provide rapid growth to the company. There are multiple questions in front of Dr Prakash. Should EMSPL expand into different market segments or remain focussed on the current segment? Should EMSPL invest in new product development? His team has suggested four options that can help Dr Prakash make a decision. Dr Prakash needs to find the best possible option, which can provide rapid growth to the company.
In April 2018, Enerzi Microwave Systems Pvt. Ltd. (EMSPL), a company established by Dr Prakash, was selected as one of the best companies in the medium, small and micro enterprise category. Dr Prakash was very proud of his company’s achievements, but at the same time, he was anxious about its growth in the future. EMSPL, which started in a 200-sq ft space in Bengaluru, is now one of the leading industrial microwave heating systems suppliers. However, Dr Prakash is now facing a challenging situation—to find a path that can provide rapid growth to the company. There are multiple questions in front of Dr Prakash. Should EMSPL expand into different market segments or remain focussed on the current segment? Should EMSPL invest in new product development? His team has suggested four options that can help Dr Prakash make a decision. Dr Prakash needs to find the best possible option, which can provide rapid growth to the company.
Macrantha Sealant: A Positioning Strategy
Asian Journal of Management Cases, Volume 21, Issue 1, Page 39-47, March 2024.
This case outlines the dilemma faced by an entrepreneur about promoting and positioning his product in the market. The entrepreneur was aware of the huge scope available in the Indian sealant market. Though he wanted to launch the product in the market, he was in a fix to target an appropriate market. The instructor can use the case to discuss the promotion and positioning strategy analysis to mitigate the risk. Readers must think strategically about the business performance challenges if proper strategies are not put in place.This case can be taught to address issues of marketing management, strategic marketing, product management, etc., in management courses.
This case outlines the dilemma faced by an entrepreneur about promoting and positioning his product in the market. The entrepreneur was aware of the huge scope available in the Indian sealant market. Though he wanted to launch the product in the market, he was in a fix to target an appropriate market. The instructor can use the case to discuss the promotion and positioning strategy analysis to mitigate the risk. Readers must think strategically about the business performance challenges if proper strategies are not put in place.This case can be taught to address issues of marketing management, strategic marketing, product management, etc., in management courses.
Khalid Mirza at SECP
Asian Journal of Management Cases, Ahead of Print.
The case documents some of the challenges faced by the Securities and Exchange Commission of Pakistan (SECP) between the year 2000 and 2003 and recounts how one leader assumed the role of a change agent in a new organization environment. The case examines the tenure of Khalid Mirza at SECP, and his approach to the emergent challenges, which ultimately left him wondering if his sources of power would continue to stay relevant should he serve another term. In December 1997, the Parliament legislated the SECP Act, 1997 (the Act). It pertained to the constitution and the structure of the Commission and the basis on which the capital market was to be regulated. However, a Parliament Act could not do much on its own. Khalid Mirza, a trained professional but with little background of Pakistan’s public sector, was brought in to implement the reforms. It may be noted that the approaches discussed are not a prescription, and the data presented are not suitable for a discussion on whether SECP became a successful organization. The case focus is primarily on navigating new organizational environments effectively to acquire and maintain power and on offering insights on power tactics as well as overcoming resistance to change.
The case documents some of the challenges faced by the Securities and Exchange Commission of Pakistan (SECP) between the year 2000 and 2003 and recounts how one leader assumed the role of a change agent in a new organization environment. The case examines the tenure of Khalid Mirza at SECP, and his approach to the emergent challenges, which ultimately left him wondering if his sources of power would continue to stay relevant should he serve another term. In December 1997, the Parliament legislated the SECP Act, 1997 (the Act). It pertained to the constitution and the structure of the Commission and the basis on which the capital market was to be regulated. However, a Parliament Act could not do much on its own. Khalid Mirza, a trained professional but with little background of Pakistan’s public sector, was brought in to implement the reforms. It may be noted that the approaches discussed are not a prescription, and the data presented are not suitable for a discussion on whether SECP became a successful organization. The case focus is primarily on navigating new organizational environments effectively to acquire and maintain power and on offering insights on power tactics as well as overcoming resistance to change.
IndiGo: Cruising in Market but Crashing Within
Asian Journal of Management Cases, Volume 21, Issue 1, Page 24-38, March 2024.
M. Damodaran,1 chairman IndiGo, has a lot on his plate, and the servings are not over yet. What happened on 26 April 2019, was just a precursor to what was eventually to follow. Aditya Ghosh,2 the longstanding director of InterGlobe3 for 10 years, resigned from his position, making way for Greg Taylor4 as president and chief executive officer (CEO). Rahul Bhatia5 became the interim CEO. This, ironically, happened when the airline had bagged in traffic rights to as many as 15 countries, including France, UK and Germany. The most ill-timed dispute between the two co-founders of IndiGo, Rakesh Gangwal6 and Rahul Bhatia, which had been brewing for about a year, came out in the open on 16 July 2019, at the most inopportune moment. Rakesh Gangwal alleged violations of corporate governance rule at IndiGo7 and requested the Securities and Exchange Board of India8 (SEBI) to intervene. The feud between the founders of InterGlobe Aviation Ltd. opened a can of worms, although Gangwal was not inclined to sell or raise his stakes. Analysts wondered about the timing of the complaints to SEBI: Why now? Will IndiGo be able to come out of this predicament or follow Kingfisher and Jet Airways’ footsteps?11 Will it be yet another episode of shallow vested interests? Will this lead to the downfall of IndiGo,12 or will it survive the turbulence and keep flying like a phoenix?
M. Damodaran,1 chairman IndiGo, has a lot on his plate, and the servings are not over yet. What happened on 26 April 2019, was just a precursor to what was eventually to follow. Aditya Ghosh,2 the longstanding director of InterGlobe3 for 10 years, resigned from his position, making way for Greg Taylor4 as president and chief executive officer (CEO). Rahul Bhatia5 became the interim CEO. This, ironically, happened when the airline had bagged in traffic rights to as many as 15 countries, including France, UK and Germany. The most ill-timed dispute between the two co-founders of IndiGo, Rakesh Gangwal6 and Rahul Bhatia, which had been brewing for about a year, came out in the open on 16 July 2019, at the most inopportune moment. Rakesh Gangwal alleged violations of corporate governance rule at IndiGo7 and requested the Securities and Exchange Board of India8 (SEBI) to intervene. The feud between the founders of InterGlobe Aviation Ltd. opened a can of worms, although Gangwal was not inclined to sell or raise his stakes. Analysts wondered about the timing of the complaints to SEBI: Why now? Will IndiGo be able to come out of this predicament or follow Kingfisher and Jet Airways’ footsteps?11 Will it be yet another episode of shallow vested interests? Will this lead to the downfall of IndiGo,12 or will it survive the turbulence and keep flying like a phoenix?
Value-added Activities of Venture Capitals in Entrepreneurial Finance: Evidence from the Growth of Flipkart
Asian Journal of Management Cases, Volume 21, Issue 1, Page 57-68, March 2024.
Entrepreneurial finance varies as per the startup stage, such as bootstrapping, crowdfunding, angel investors, venture capital (VC), banks and initial public offer (IPO). Many times, entrepreneurial finance comes with knowledge, experience, innovation, value, etc., in addition to the fund brought in. Venture capitals are the most common such contributors. This study illustrates some significant value-added activities by venture capital firms operating in India. It explores some evidence from venture capitals such as Tiger Global, Accel Partners and DST Global who fund Flipkart, an Indian e-commerce firm.
Entrepreneurial finance varies as per the startup stage, such as bootstrapping, crowdfunding, angel investors, venture capital (VC), banks and initial public offer (IPO). Many times, entrepreneurial finance comes with knowledge, experience, innovation, value, etc., in addition to the fund brought in. Venture capitals are the most common such contributors. This study illustrates some significant value-added activities by venture capital firms operating in India. It explores some evidence from venture capitals such as Tiger Global, Accel Partners and DST Global who fund Flipkart, an Indian e-commerce firm.
Star Footwear: Production Capacity Analysis
Asian Journal of Management Cases, Ahead of Print.
Basit Ali glanced at his watch. It was 3 p.m. on 17 March 2014, and only two hours were left before he would meet with CEO Amjad Raheem about production capacity analysis. Due to the excellent product quality of Star Footwear, the CEO was anticipating a significant increase in demand for one of its most famous articles, SF-119, in the next quarter. Historically, the demand for SF-119 fluctuated between 300 and 400 pairs per day. Although the existing production capacity was sufficient to fulfil the current demand of SF-119, the CEO was concerned about the future increase in demand that could be justified using current resources.
Basit Ali glanced at his watch. It was 3 p.m. on 17 March 2014, and only two hours were left before he would meet with CEO Amjad Raheem about production capacity analysis. Due to the excellent product quality of Star Footwear, the CEO was anticipating a significant increase in demand for one of its most famous articles, SF-119, in the next quarter. Historically, the demand for SF-119 fluctuated between 300 and 400 pairs per day. Although the existing production capacity was sufficient to fulfil the current demand of SF-119, the CEO was concerned about the future increase in demand that could be justified using current resources.
Nayatel: Quality in DNA
Asian Journal of Management Cases, Ahead of Print.
Securing phenomenal success in its regional business, the leadership at Nayatel is contemplating expanding the business from a regional to national level without losing its iconic service quality, which lies at the core of its service strategy. From efficient hiring of its employees to coherent customer touchpoints, from constantly updating product features to investing in automated processes, from developing an inclusive culture to forming robust and dynamic systems, all contribute towards service quality at Nayatel. In essence, service quality is at the core of Nayatel’s value proposition. Therefore, the decision of future growth is highly dependent on sustaining service quality.
Securing phenomenal success in its regional business, the leadership at Nayatel is contemplating expanding the business from a regional to national level without losing its iconic service quality, which lies at the core of its service strategy. From efficient hiring of its employees to coherent customer touchpoints, from constantly updating product features to investing in automated processes, from developing an inclusive culture to forming robust and dynamic systems, all contribute towards service quality at Nayatel. In essence, service quality is at the core of Nayatel’s value proposition. Therefore, the decision of future growth is highly dependent on sustaining service quality.