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  1. Amar Chitra Katha: Striving for Immortality?

    Authors: Roy, Subhadip; Matta, Nikita;

    Reference No: MAR0556 Pages: 21 Published on: 30, April, 2025

    Abstract: The case study is centred around Amar Chitra Katha (ACK), discussing the developments and trends for the company after 2010. The brand underwent significant changes both internally and externally between 2010 and 2024. The discussion dilemma is related to the growth strategy around managing the 4Ps and the collaborative strategies through which the ... More

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  2. Managing the Workforce at Superior Refinery Limited (SRL) (A)

    Authors: Debabrata Nag; Bhushan Vidya; Kaushik S; Jayaswal Sachin;

    Reference No: QM0273 Pages: 21 Published on: 22, March, 2014

    Abstract: The case deals with the functional and behavioral issues faced by an oil refinery shift in-charge regarding workforce management. In addition to the refinery policy requirements the behavioral constrains become extremely important for consideration. An unwanted combination of Manager-Supervisor or Supervisor-Operator can potentially decrease the performance and pose threat to ... More

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  3. Oil and Natural Gas Commission: Towards a Blueprint for Knowledge Management (A)

    Authors: Verma, Sanjay; Dixit, M R;

    Reference No: BP0324(A) Pages: 15 Published on: 21, October, 2008

    Abstract: The case explores ONGC, an Indian Crude Oil producing company. In 2008, two executives of ONGC Mr Rajagopala Rao and Mr Debashish Das were contemplating implementation of Knowledge Management System in their organization. Though the company had already implemented various IT and KM initiatives, it was going through a tough phase ... More

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  4. Data Modeling and Management for Big Data

    Authors: Krishnamoorthy, Srikumar;

    Reference No: CISG0130 Pages: 6 Published on: 3, March, 2016

    Abstract: CFX Inc, an e-commerce start-up based out of India, has built a large e-marketplace that allows sellers and buyers to transact online. The firm currently has 30,000 sellers and aims to have around 50,000 sellers by FY 2015-16. The company has around 6Mn customers today and anticipates their growth to triple in ... More

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  5. Kolkata Port Trust

    Authors: Bandyopadhyay, Tathagata; Raghuram, G; Sharma, Yashoverman; Shukla, Niraja;

    Reference No: CIPR0002 Pages: 47 Published on: 18, November, 2009

    Abstract: Kolkata Port (KoPT) had achieved a turnaround from having made a loss of Rs 7.5 crores (cr) in the year 2000-01 to a net surplus of Rs 465.1 cr in the year 2006-07. A variety of initiatives had been taken during the intervening years with a focus on tariff rationalization, revenues from ... More

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  6. Employee Provident Fund Organization (EPFO): Towards consumer centricity

    Authors: Ravichandran, N;

    Reference No: PSG0128 Pages: 26 Published on: 4, April, 2018

    Abstract: The Employee Provident Fund Organization (EPFO), established by the Government of India is one of the World’s Largest Social Security Organizations. The purpose of EPFO is to ensure social security for Industrial workers and their dependents. EPFO maintains more than 15 crore accounts of its members. Traditionally EPFO had been ... More

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  7. Swachh Bharat Mission: Scaling up the Mission to Make Rural India Open Defecation Free (C)

    Authors: Iyer, Parameswaran; Pandey, Ajay; Vashisht, Mahima; Smith Daniel W;

    Reference No: JSW0001(C) Pages: 15 Published on: 27, April, 2022

    Abstract: This case is the third of a three-part series that follows the managerial, strategic, and communications decisions of the Swachh Bharat Mission (SBM) or Clean India Mission, the flagship programme of the Government of India to eliminate the practice of open defecation (i.e., not using a toilet) from 2014 to 2019. ... More

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  8. Whatfix: Product Innovation, Selling, Pricing and Customer Experience Management for a New Category—DAP

    Authors: Tiwari, Tara; Sahay, Arvind;

    Reference No: MAR0533 Pages: 23 Published on: 16, August, 2023

    Abstract: The Digital Adoption Platform (DAP) software market had just started to gain traction. Whatfix was emerging (and was recognised) as a leader in the DAP space. When the company had entered the market, its products had been industry-agnostic. However, with the acceleration in digital transformation triggered by the COVID-19 pandemic, ... More

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  9. Core Emballage Limited - Out of the Box

    Authors: Monippally, M M; Krishna, Sunanda;

    Reference No: COMM0005 Pages: 13 Published on: 13, May, 2009

    Abstract: Core Emballage Limited (CEL), Gujarat, India, reached a plateau in 2006 in its business of corrugated packaging solutions. Geographical expansion was not feasible. Although making marginal operating profits, CEL was weighed down by heavy depreciation and interest on loans. The idea of diversifying into unrelated nutraceuticals (nutritional healthcare products) cropped up ... More

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  10. Professionalisation of HR at Mahindra (B): Transformation and Change Management

    Authors: Sharma, Sunil;

    Reference No: STR0458(B) Pages: 14 Published 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

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  11. Larsen and Toubro Limited (I)

    Authors: Bhattacharyya, S K; Camillus, J C;

    Reference No: F&A0233(I) Pages: 16 Published on: 1, January, 1974

    Abstract: After developing the required understanding of a long range framework for more effective budgeting [described in L&T (D) and (E)], the General Manager (Finance) considers the time appropriate to have a hard look at the existing budgeting system in the organization. Several issues (e.g. the role of the ... More

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  12. SUGAR Cosmetics: Employee Influencers and Channel Conflict (A)

    Authors: Vijayalakshmi, Akshaya; Mukherjee, Saral ;

    Reference No: MAR0526(A) Pages: 21 Published on: 29, June, 2022

    Abstract: Affected by the COVID-19 pandemic and the associated lockdowns, the management team at digital-first, Indian cosmetics brand SUGAR is deliberating over ways to respond to the new development in its influencer strategy. SUGAR grew into an INR 100-crore brand digitally by delivering content that was relevant to its young, urban ... More

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  13. SUGAR Cosmetics: Employee Influencers and Channel Conflict (B)

    Authors: Vijayalakshmi, Akshaya; Mukherjee, Saral ;

    Reference No: MAR0526(B) Pages: 2 Published on: 29, June, 2022

    Abstract: Affected by the COVID-19 pandemic and the associated lockdowns, the management team at digital-first, Indian cosmetics brand SUGAR is deliberating over ways to respond to the new development in its influencer strategy. SUGAR grew into an INR 100-crore brand digitally by delivering content that was relevant to its young, urban ... More

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