Asian Journal of Management Cases, Ahead of Print.
Jaffer Brothers Limited (JBL) was an established, seventy-year old, private-sector business group in Pakistan involved in diversified businesses operating across Pakistan. JBL group of companies was 100 per cent owned by the Jaffer family, and it was one of the few business groups in Pakistan with no public holdings in the group companies. In 2007–2008, JBL engaged a Pakistani consultant to prepare its corporate strategic plan in consultation with the management team of JBL. The company’s strategic plan for 2020 identified the strategic vision and path which the management team had chosen for 2020.In 2013–2014, Fahim Azam was the country general manager of JBL, and there was a branch structure in the projects and machinery (P&M) division with three branches, namely Karachi (South), Lahore (Central) and Islamabad (North), all of which were reporting to Fahim. With the change of market situation such as an expansion of markets and demands across Pakistan, development of linkages with Chinese principals, opportunities offered by China Pakistan Economic Corridor (CPEC) as well as the increasing operational complexity and diversity of operations and markets, JBL decided to restructure the P&M division and introduced four strategic business units (SBUs) under the leadership of Fahim Azam. These SBUs included projects, machinery sales, machinery support (service, maintenance) and rental and power system.In 2017, the JBL P&M division was passing through a transition phase, and each SBU was required to develop and finalize its own vision and mission statement while also developing a strategic plan for 2030. Fahim was thinking about the many challenges associated with the bottom-up process of developing Vision 2030 for the division. He had a feeling that it was an issue of change management as the team was used to the old system of operations. JBL’s P&M division faced challenges related to the lack of integration of the SBUs and the lack of strategic thinking of the employees in each SBU.
Service Sales Corporation: The Wholesale Challenge
Asian Journal of Management Cases, Ahead of Print.
Ahmed Hussain had just concluded an intense phone call with one of the biggest wholesalers in the central region. The wholesaler had made it clear to Ahmed that he would not use his current monthly budget to buy from Service Sales Corporation (SSC) unless Ahmed matched the offer being made by one of his competitors in terms of discounts on purchase. Ahmed had been at SSC for well over 5 years, he came back to Pakistan after studying at Carnegie Mellon University. He had been appointed as country head wholesales just over a year ago. However, his previous education and experience had not prepared him for such a challenge in the unstructured footwear industry of Pakistan (Ahmed had studied engineering, and this was his first job in a sales role). The case focuses primarily on the power of channel partners within an industry. The importance of the wholesaler in the context of SSC is discussed, and their role within the value chain is elaborated upon. The objective is for the class to assess the business situation presented before them in the case and evaluate the options under discussion. Ahmed is depicted as being under severe pressure to meet his goals and improve the performance of the wholesale channel. He faces competition from the SSC retail channel as well as other large players in the market. The situation is considered so serious that key executives within the company are considering getting out of the wholesale channel and focusing on retail only. Ahmed and his team, however, are not willing to let go of 30 per cent of the company’s revenues and have proposed bypassing the wholesalers and selling directly to private independent non-exclusive retailers. Another option put forward is to launch a new brand into the wholesale channel at a lower price point.
Ahmed Hussain had just concluded an intense phone call with one of the biggest wholesalers in the central region. The wholesaler had made it clear to Ahmed that he would not use his current monthly budget to buy from Service Sales Corporation (SSC) unless Ahmed matched the offer being made by one of his competitors in terms of discounts on purchase. Ahmed had been at SSC for well over 5 years, he came back to Pakistan after studying at Carnegie Mellon University. He had been appointed as country head wholesales just over a year ago. However, his previous education and experience had not prepared him for such a challenge in the unstructured footwear industry of Pakistan (Ahmed had studied engineering, and this was his first job in a sales role). The case focuses primarily on the power of channel partners within an industry. The importance of the wholesaler in the context of SSC is discussed, and their role within the value chain is elaborated upon. The objective is for the class to assess the business situation presented before them in the case and evaluate the options under discussion. Ahmed is depicted as being under severe pressure to meet his goals and improve the performance of the wholesale channel. He faces competition from the SSC retail channel as well as other large players in the market. The situation is considered so serious that key executives within the company are considering getting out of the wholesale channel and focusing on retail only. Ahmed and his team, however, are not willing to let go of 30 per cent of the company’s revenues and have proposed bypassing the wholesalers and selling directly to private independent non-exclusive retailers. Another option put forward is to launch a new brand into the wholesale channel at a lower price point.
Half a Loaf for the Destitute
Asian Journal of Management Cases, Ahead of Print.
This case describes an ethical dilemma faced by an employee of an established business organization. Working in a business environment rife with unethical practices, Zafar came to believe that some of these practices were acceptable for the business to survive, particularly in the context of dysfunctional state institutions. Where he drew the line was when an act became detrimental to the interest of his organization. Also, he chose not to become directly involved in such practices. In his personal life, a cause close to his heart was helping the poor for which purpose, in addition to other things, he started a school for children of poor families in a low-income area with the help of a friend named Qasim. Funds were needed to run this school, which he generated from his income and through the support of his family and friends. He also convinced Qasim to secure business from his organization, ZSP, even if it required using commissions, and use the funds generated through this venture to further their charitable causes.The dilemma Zafar faced was when a company, FEP, contacted him to help it materialize a deal with ZSP in exchange for a handsome commission. Being a reputable name, FEP had all the ingredients of a valuable partner. While Zafar believed that taking a commission for a deal of this kind would not harm his organization, he could not bring himself to benefit from the financial gain personally. One way out was to utilize the funds for the poor children who attended his school. Refusing to take the commission would not have any impact on this practice since someone else in his organization would be quite willing to accept it. It would also mean the loss of a good opportunity to support an important cause. Zafar was unable to decide.
This case describes an ethical dilemma faced by an employee of an established business organization. Working in a business environment rife with unethical practices, Zafar came to believe that some of these practices were acceptable for the business to survive, particularly in the context of dysfunctional state institutions. Where he drew the line was when an act became detrimental to the interest of his organization. Also, he chose not to become directly involved in such practices. In his personal life, a cause close to his heart was helping the poor for which purpose, in addition to other things, he started a school for children of poor families in a low-income area with the help of a friend named Qasim. Funds were needed to run this school, which he generated from his income and through the support of his family and friends. He also convinced Qasim to secure business from his organization, ZSP, even if it required using commissions, and use the funds generated through this venture to further their charitable causes.The dilemma Zafar faced was when a company, FEP, contacted him to help it materialize a deal with ZSP in exchange for a handsome commission. Being a reputable name, FEP had all the ingredients of a valuable partner. While Zafar believed that taking a commission for a deal of this kind would not harm his organization, he could not bring himself to benefit from the financial gain personally. One way out was to utilize the funds for the poor children who attended his school. Refusing to take the commission would not have any impact on this practice since someone else in his organization would be quite willing to accept it. It would also mean the loss of a good opportunity to support an important cause. Zafar was unable to decide.
Job satisfaction of workers of KERAFEDOil Complex, Karunagappally, Kollam
The study entitled “Job satisfaction of workers of KERAFED Oil Complex, Karunagappally, Kollam” had been undertaken to examine the level of satisfaction of workers in the organisation. Ten parameters structured around Frederick Hertzberg’s Motivation-Hygiene Theory had taken for the study. The sample size of the study is 70 permanent workers along with 10 temporary workers as a control group. Satisfaction indices and percentages were used to analyze the data obtained through structured interview schedule. The satisfaction levels are categorized into five; excellent (above 80), good (61-80), moderate (41-60), poor (21-40) and very poor (upto 20). The majority of workers were married males are Hindus belonged to OBC category, aged between 41-50 years with higher secondary education and in service for 20-25 years. Most of the workers were having owned house with lands between 1-10 cents and cent per cent of the workers owned two wheelers. From the ten selected parameters, the level of satisfaction of permanent workers was excellent for the parameters viz.,work hours, government policy, superiors managing ability, employee welfare activities, degree of participation and interpersonal relationship whereas three parameters viz.,quality of physical environment, satisfaction with wages and retirement benefits and job security and promotional benefits were categorised as good. However the company and administrative policy was categorized as moderate. Out of ten parameters, six parameters obtained satisfaction index above the overall job satisfaction index. The overall job satisfaction index of 81 per cent for permanent workers is closer to the upper limit of the category of good may be because of the comparatively low satisfaction indices obtained for the parameters viz.,company and administrative policy, quality of physical environment, satisfaction with wages and retirement benefits and job security and promotional benefits. The overall job satisfaction index of permanent workers was 81 per cent which indicates level of satisfaction as excellent whereas for temporary workers, it was 73 per cent which indicates level of satisfaction as good.
Identification of Agricultural Information Needs and Development of Suitable Information Flow Model for Effective Dissemination of Agricultural Information through Web and Mobile Applications
Farmers need information at all stages from crop production to post-harvest management. With the advent of ICT drastic changes in agricultural information dissemination is been seen. To know the information and media that famers prefer a study was conducted in Krishna and Guntur districts of Andhra Pradesh. Purposive cum random sampling was used to select sample and data was collected using schedules. Factor analysis technique was used to reduce the number of variables to eight. Video and text messages were major media preferences of farmers. Model deciphering the flow of information through IT enabled devices was figured followed by scope and strategies for penetration of ICT to farmers were also suggested.
Scenario Analysis of Different Social Media Platforms for Consumer Decision Making Process
As social media is ubiquitous, its usage is growing rapidly. Social media has impacted the decision-making process of consumers. This research aims to do a scenario analysis of six social media platforms based on consumers’ preferences. It presents the consumers preferences during different stages of decision-making process. The selected platforms are Facebook, Twitter, LinkedIn, YouTube, Company Portal and Consumer Opinion Forums. These platforms are selected on the basis of their ranking on Alexa.com site. The study used datafrom 250 social media users of Delhi and responses are evaluated using descriptive statistics. The results depicted that consumers perceive different social media platform with different perspective and use different social media platforms for each stage of consumer decision making.
Pomegranate cultivation in Mukteshwar, Uttarakhand–A new Initiation for Economic Upliftment
Horticulture was an important and prime activity of farmers in Uttarakhand Himalaya,but presently, the horticulture farming facing great stress due to climate change, land use change, unscientific management and un-willingness of farmers. The present study was under taken to know the scope of cluster base Pomegranate cultivation. Different issues identified as a community vision for the development of this promising area. One year growth data was validated and measured in this study.
Farmers’ Brand Preference and Loyalty Towards Tomato Seeds in Chittoor District of Andhra Pradesh
Among all agricultural farm inputs like seed, soil, machinery, fertilizer, irrigation etc. A good quality seed is a considered as major important farm input as it directly contributes to a good crop production which further makes farmer to earn income by marketing the surplus to consumers. Different seed brands are realised by public and private companies in the market which is becoming a challenging for farmer to choose a good quality seed brand for cultivation purpose. As tomato is considered as one of most profitable crop, majority of the farmers choose it for commercial purpose. A study was made to know about the farmers’ brand preference towards tomato seed and finding the reasons that making farmer to choose a specific brand. Study has conducted by choosing two blocks i.e., Mulakalacheruvu and Nimmanapalle of Chittoor district and information was collected from 120 sample farmers from cluster of villages through random sampling procedure. Top eight brands of tomato seed were taken for study and ranking was done through simple weighted average method and it was found that majority of the farmers prefer SAHOO (TO-3251) followed by PHS SWEAKAR (448). Because of its characteristics of high yield and resistance to pest and diseases and when specific brand gives good crop yields for farmers, then the studies analysed that there will be repetitive purchase of that brand and farmers will shift irrespective of considering the cost of seed.
Management Concepts- An Introspection in the Indian Context
Management theories emerged in Europe and USA serve as the basis for all the management concepts applicable in a business organization. Management and administration are the foundation stones for an organization. The concepts of management are completely designed in the western countries which is adopted by all business organization. Japan has its unique management style which is ischolar_mained in quality of a product and loyalty towards work. In this scenario it is questionable whether India is lacking in its own management theory. This article tries to introspect the management concepts hidden in our glorious past.
Equipment Maintenance in Primary and Secondary Healthcare, Punjab
Asian Journal of Management Cases, Ahead of Print.
Healthcare systems and, more specifically, public sector healthcare systems are complex hierarchical entities. Delivering quality healthcare services is a challenging task facing several key hurdles. Equipment maintenance and availability is one of the key issues since the non-functionality of medical equipment degrades service provision in public sector hospitals. In this case, we discuss the situation of primary and secondary healthcare services in Punjab, Pakistan, focusing on the current condition of equipment functionality and maintenance across thirty-six districts of Punjab. The healthcare sector in Punjab is organized in a tiered manner, with primary health care facilities providing basic medical services to the masses and secondary healthcare facilities providing referral and specialized services to the patients. Providing medical services requires an efficient network of medical professionals, adequate medical equipment, physical infrastructure and sufficient supply of medicines at all levels of the healthcare system. This case identifies and discusses the issue of non-functionality and maintenance of medical equipment in Punjab. Demand for medical equipment is generated on a central and district level, followed by a combination of central- and facility-level procurement. Maintenance of equipment is done by the facility without any standard operating procedures. The purpose of this case is to observe the current maintenance options in practice and to assess the impact of a decentralized maintenance system on the functionality status of biomedical equipment across districts. The objective is also to highlight the need for an efficient maintenance regime in accordance with the nature of the equipment to ensure cost and downtime minimization.
Healthcare systems and, more specifically, public sector healthcare systems are complex hierarchical entities. Delivering quality healthcare services is a challenging task facing several key hurdles. Equipment maintenance and availability is one of the key issues since the non-functionality of medical equipment degrades service provision in public sector hospitals. In this case, we discuss the situation of primary and secondary healthcare services in Punjab, Pakistan, focusing on the current condition of equipment functionality and maintenance across thirty-six districts of Punjab. The healthcare sector in Punjab is organized in a tiered manner, with primary health care facilities providing basic medical services to the masses and secondary healthcare facilities providing referral and specialized services to the patients. Providing medical services requires an efficient network of medical professionals, adequate medical equipment, physical infrastructure and sufficient supply of medicines at all levels of the healthcare system. This case identifies and discusses the issue of non-functionality and maintenance of medical equipment in Punjab. Demand for medical equipment is generated on a central and district level, followed by a combination of central- and facility-level procurement. Maintenance of equipment is done by the facility without any standard operating procedures. The purpose of this case is to observe the current maintenance options in practice and to assess the impact of a decentralized maintenance system on the functionality status of biomedical equipment across districts. The objective is also to highlight the need for an efficient maintenance regime in accordance with the nature of the equipment to ensure cost and downtime minimization.