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: MAR0263TECPages: 12Published on: 1, January, 1981
Abstract: Describes the decision areas and importance of research in sales and distribution management (Section I) and the process of research (Section II). The last section (Section III) illustrates how research methods could be used for different decision areas. ... More
Reference No: ADCLOD0008Pages: 15Published on: 10, February, 2026
Abstract: The case describes the diversity and inclusion (D&I) initiatives undertaken at ACG (Associated Capsules Group) a multinational pharmaceutical company, headquartered in Mumbai, India. A nuanced view of the simultaneous top-down and bottom-up organizational development (OD) approach was taken by the organization to inculcate D&I in everyday functioning of ... More
Reference No: HRM0239(B)Pages: 7Published on: 13, December, 2017
Abstract: The chairman of Texica Limited has a discussion with the CEO, CFO and the COO of the company about the suggestion of an HRMC (Human Resource Management Committee) for the various HR related activities in the organization. As the first meeting unfolds, there is an intense discussion among the various ... More
Reference No: BP0337(A)Pages: 13Published on: 31, March, 2011
Abstract: This is the first case from a series of three cases. The case describes situation in Eureka Forbes Ltd. (EFL) which is a 'direct sales' company. EFL is planning to start Knowledge Management (KM) initiatives. The strength of the company is its sales people who work under tremendous performance and ... More
Reference No: PROD0294Pages: 22Published on: 27, August, 2010
Abstract: The top management of TAKE Supply Chain (TSC) was preparing for a meeting on evaluation of upscaling at PetMate, one of their key customers. The focus was on impressing solutions architects and the presales group on increasing their scope of supply chain solutions to PetMate. Earlier TSC was ClearOrbit, a ... More
Reference No: MAR0325(D)Pages: 12Published on: 1, January, 2000
Abstract: The case focuses on the need for an effective Management Information System, especially for monitoring store performance in a retail chain. The key issues are: 1) Identifying key performance and decision areas, 2) Understanding the role and criticality of information processing, 3) Identifying performance indicators and 4) Specifying the systems required for the information ... More
Reference No: MAR0394Pages: 59Published on: 17, April, 2008
Abstract: Woolworths Limited was Australia's largest retailer in the food, liquor and grocery sector. The retail activities were conducted through the supermarkets (contributing 88% of consolidated sales), general merchandise and wholesale divisions. Woolworths had two key goals: 1) to increase shareholder returns and 2) giving greater customer satisfaction. These led to the development of ... More
Reference No: PROD0208Pages: 30Published on: 1, January, 1991
Abstract: Refrigerator Business Group (RBG), a division of Voltas Ltd., is producing 2.5 lakh refrigerators from its plant at Warora, Maharashtra. It has a licensed capacity of 5 lakh units and is planning to increase its production capacity. The firm has two options: to expand the existing plant at Warora or to set ... More
Reference No: STR0458(B)Pages: 14Published on: 16, March, 2021
Abstract: This case describes the transformation of the HR organisation of Mahindra’s AFS sector from 2013 to 2017. The CHRO and his team designed and implemented a blueprint aimed at enhancing the strategic role of HR. The migration from a traditional to a strategic role entailed anticipating and allaying apprehensions related to ... More
Reference No: BP0331Pages: 18Published on: 5, October, 2009
Abstract: This case discuses the process of unbundling and restructuring of Uttar Pradesh State Electricity Board (UPSEB). The UPSEB had accumulated losses of Rs. 6500 crores by year 2000. The state government trifurcated UPSEB into three separate corporations, each handling generation, transmission and distribution of power. There was strong protest against the trifurcation ... More
Reference No: F&A0559Pages: 21Published on: 27, October, 2020
Abstract: Northern Textiles (NTL) used highly complex derivatives to hedge its currency risk, and these structured products have been profitable in the past. But in 2008, unanticipated movements in exchange rates have led to serious losses. Seth, the Chairman of NTL, has come to know about the losses on a specific deal, ... More
Reference No: PSG0081Pages: 24Published on: 26, February, 2001
Abstract: Dredging Corporation of India (DCI) catered to about 50 percent of the dredging requirements in India, most of which were at the major ports. This market share had dropped from a 95 percent level, over the past few years, due primarily to liberalization and ports moving away from a nomination basis to ... More
Reference No: MAR0264TECPages: 35Published on: 1, January, 1995
Abstract: The note delineates important distribution management decision areas like designing of system of distribution, selection of channel members, developing and improving capabilities of channel members, and systems of working with channel members, including evaluation and control. The current management practices with respect to each of the decision (sub-decision) areas are ... More
