Reference No: BP0337(B)Pages: 10Published on: 31, March, 2011
Abstract: This is the second case from a three case series. From 2002 to 2004 Eureka Forbes Ltd. (EFL) took a series of technology initiatives to implement Knowledge Management (KM). The initiative was partially successful and the KM team had many challenges it had yet to face. A small percentage of sales people ... More
Reference No: RJMC0026Pages: 30Published on: 8, June, 2013
Abstract: The case is about a post graduate institute of management education established in Pune in the year 2004 by Prof. M. S. Pillai. The Institute is visualised as a ‘leadership gurukulam’ where students become principled, inspiring leaders capable of making contribution to business and spread happiness in the world. None of ... More
Reference No: P&IR0227(B)Pages: 11Published on: 27, January, 2015
Abstract: The Performance Management at IRD Corporation case series is designed to be an in-depth study of performance appraisal in the R&D context. The case series can be used as a platform for discussing the rationale of performance appraisal system, system design and implementation, the differences between R&D and ... More
Reference No: P&IR0227(A)Pages: 16Published on: 27, January, 2015
Abstract: The Performance Management at IRD Corporation case series is designed to be an in-depth study of performance appraisal in the R&D context. The case series can be used as a platform for discussing the rationale of performance appraisal system, system design and implementation, the differences between R&D and ... More
Reference No: F&A0477Pages: 9Published on: 14, July, 2006
Abstract: The case describes the situation faced, in 2004, by a sales officer of a public sector undertaking, in helping a retail dealership (of petrol, diesel, and lubricating oils) to grow. The dealership retails in a growing suburb of a metro. He wants to help the dealership of the filling station to ... More
Reference No: PSG0144(A)Pages: 19Published on: 27, April, 2022
Abstract: The case discusses the situation of Mr. Madhavan, Managing Director of the Progressive Metro Rail Corporation, following the mayhem at the construction site of the metro. He has to submit a comprehensive risk management system to the Chief Minister and the cabinet ministers. Before developing a risk management system, it ... More
Reference No: MAR0265(F)TECPages: 5Published on: 1, January, 1981
Abstract: Describes the sales management practices of a cross-section of Indian organizations. The decision areas about which actual illustrations of practices of specific organizations are: 1) allocation of tasks between own sales personnel and the distributors/dealers, 2) recruitment, training and development of sales personnel, 3) sales effort planning, target, quota setting, call norms, ... More
Reference No: QM0268Pages: 24Published on: 14, February, 2014
Abstract: This is the first implementation of Revenue Management System in a major international hotel chain in India. The case describes the history of development, corporate story of overdrive for profit, system integration issues. It describes two components of a revenue management system, forecasting and optimization. It also raises several questions ... More
Reference No: MAR0265(D)TECPages: 6Published on: 1, January, 1981
Abstract: Describes the sales management practices of a cross-section of Indian organizations. The decision areas about which actual illustrations of practices of specific organizations are: 1) allocation of tasks between own sales personnel and the distributors/dealers, 2) recruitment, training and development of sales personnel, 3) sales effort planning, target, quota setting, call norms, ... More
Reference No: PROD0285Pages: 28Published on: 21, December, 2004
Abstract: Mr. Bhat, the Senior Vice President, Marketing, of Titan Industries Limited was examining the domestic growth scenario of Titan watches. The sales of Titan Industries Limited as of August 1996 showed a drop of 11 per cent over the previous year. The traditional strengths of Titan have been in marketing, especially retailing, ... More
Reference No: MAR0265(B)TECPages: 4Published on: 1, January, 1981
Abstract: Describes the sales management practices of a cross-section of Indian organizations. The decision areas about which actual illustrations of practices of specific organizations are: 1) allocation of tasks between own sales personnel and the distributors/dealers, 2) recruitment, training and development of sales personnel, 3) sales effort planning, target, quota setting, call norms, ... More
Reference No: MAR0265(E)TECPages: 6Published on: 1, January, 1981
Abstract: Describes the sales management practices of a cross-section of Indian organizations. The decision areas about which actual illustrations of practices of specific organizations are: 1) allocation of tasks between own sales personnel and the distributors/dealers, 2) recruitment, training and development of sales personnel, 3) sales effort planning, target, quota setting, call norms, ... More
Reference No: MAR0265(C)TECPages: 5Published on: 1, January, 1981
Abstract: Describes the sales management practices of a cross-section of Indian organizations. The decision areas about which actual illustrations of practices of specific organizations are: 1) allocation of tasks between own sales personnel and the distributors/dealers, 2) recruitment, training and development of sales personnel, 3) sales effort planning, target, quota setting, call norms, ... More
