Reference No: BP0144(I)Pages: 38Published on: 1, January, 1983
Abstract: Deals with a new control system designed to achieve the explicit goals spelled out by the management. The Case describes the development of the new system which is interlinked with the new decentralized setup, both of which take place in stages from 1981 and are not fully complete by December 1982. The ... More
Reference No: BP0259Pages: 10Published on: 8, January, 2001
Abstract: In 1989, Torrent Group acquired Mahendra Electricals Ltd., a sick company. This case describes the circumstances leading to the acquisition, the motivation of Torrent Group, the technology, competition and customers of the acquired company, the performance of the company, and the strategic options developed by the new management. The new team ... More
Reference No: PSG0073Pages: 15Published on: 20, May, 1997
Abstract: This case focuses on the expansion decision of a Singapore based
shipyard, Jurong Shipyard Limited (JSL). While exploring the options
of expansion of facilities, JSL found three choices emerging.
Firstly, the company could construct a new graving dockyard. Secondly,
it could opt for building a new floating dockyard. Thirdly,
it ... More
Reference No: BP0098Pages: 3Published on: 1, January, 1975
Abstract: Describes: a) company history, b) its owner chairman and his style of management, and c) the opportunities and threats posed by a set of impending changes in leadership, appointment of a new deputy general manager, expansion, diversification, and professionalization. This case is a supplement to "Ajit Verma: The MBA' (F& ... More
Reference No: CMA0780EXPages: 18Published on: 1, January, 2000
Abstract: This case focuses on the owner/entrepreneur's perspective of a small enterprise in a new market (dried flower exports). Currently, a large part of the business risk is borne by the importer. The supply and processing risk is borne by the entrepreneur. However, possibilities and long term strategies might require ... More
Reference No: BP0339Pages: 18Published on: 29, April, 2011
Abstract: The case deals with Arihant Retail, a family business firms located at Chennai in Tamil Nadu, India. It is a small scale firm, with a turnover of ` 340 million in 2009-10. Mr. Vishal Surana, the young Chief Executive of Arihant, dreams of making this into a ` 3 billion store by 2015. He has ... More
Reference No: BP0289Pages: 39Published on: 23, January, 2003
Abstract: This case describes the steps taken by the top management of Cosmo Films Limited, a company in the business of packing films, to turnaround the company. It provides an opportunity to develop an integrated scheme for evaluating the turnaround of Cosmo Films Limited. The company had been losing around Rs. ... More
Reference No: PSG0123Pages: 19Published on: 28, July, 2017
Abstract: ‘Saksham’, a corporate social responsibility (CSR) initiative of one of the largest public sector companies in India, the Gas Authority of India Limited (GAIL), provides specific training in skills required for plastic industry to low-income communities potentially affected by GAIL’s business operations. Unlike a typical GAIL CSR programme, which ... More
Reference No: BP0030(C)Pages: 3Published on: 1, January, 1970
Abstract: The casewriter has a talk with the General Management manager in charge of the rayon tyre cord plant of the company about his management style and philosophy. This provides a basis for discussion about the attitudes and approaches of Indian managers who have had some exposure to modern management concepts ... More
Reference No: BP0260Pages: 27Published on: 8, January, 2001
Abstract: This case deals with the issues in sustaining a superior performance in the face of recession. In 1989 the Torrent Group acquired a sick company. The company was turned around by a series of managerial initiatives. A new team of professionals was brought in, formal processes in planning and control were ... More
Reference No: BP0247Pages: 37Published on: 1, August, 1997
Abstract: Great Eastern Shipping Company (GESCO) was the second largest Indian shipping company, operating 48 ships. During 1994-95, GESCO had a turnover of Rs. 824.67 crore. The company had more than tripled its turnover over the previous five years. With the changing economic environment and increasing competition, the company was considering strategies for ... More
Reference No: CMA0773EXPages: 14Published on: 1, January, 1998
Abstract: This case deals with the paradox that the multipurpose activities enable some PACS to be viable and utility oriented, while others are neither viable nor utility oriented. This case seeks to find out whether differences in management, infrastructure, size and nature of the operation, etc. of the two PACS, could ... More
Reference No: CIIE0026(A)Pages: 15Published on: 16, March, 2022
Abstract: Amit Kasliwal was a participant of the Post Graduate Program for Executives at the Indian Institute of Management, Ahmedabad in 2013 when he came up with an idea of a tea-brewing machine. Kasliwal conducted a survey to understand the tea-brewing machine industry and needs of the market and subsequently started working ... More
Reference No: F&A0191Pages: 10 Published on: 1, January, 1973
Abstract: The top management of Anuradha Private Limited was considering whether they should liberalize their credit policy for the sale of diesel sets (engine and pump) on lines similar to the credit scheme recently announced by their competitor Gupta Engineering Limited. The case involves the use of the probability theory. It ... More
Reference No: BP0261Pages: 7Published on: 8, January, 2001
Abstract: This case describes the measures initiated by Torrent Cables Limited to fight the recession. The issue is one of strengthening the measures and introducing new initiatives to prevent the company from becoming sick again. In 1989, the torrent group acquired a sick company and initiated a series of measures to turn ... More
