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Authors: Mathur, Ajeet;

Reference No: BP0319(C) Pages: 29 Published on: 1, December, 2010

Abstract: The case describes the turnaround of Thermax Limited and risk management after growth stall and an organisational crisis requiring evaluation and restructuring of the business portfolio. The conflicts between sustainable growth and shareholder value are addressed through selective internationalisation, new collaborations for innovations in disruptive technologies and strategic management of ... More

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Authors: Vaidya, Deepak; Modi, Gopesh;

Reference No: PSG0107 Pages: 13 Published on: 1, January, 2009

Abstract: The top management of MPSEZ met to decide on the final price band of its public issue, which was the first of its kind in India. While the lead underwriter had suggested a price band of Rs. 400-440, the company officials were not very sure about the same. It was ... More

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Authors: Dutta, Goutam;

Reference No: PROD0327(A) Pages: 19 Published on: 22, March, 2021

Abstract: This case deals with a project on establishing a rural piped water supply scheme in a village of Bihar. The Joint Chief Engineer, Public Health Division, Patna, Bihar, wanted to have a meeting to discuss his project. His team consisted of the village head, the Joint Chief Engineer (JEC) or ... More

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Authors: Bandyopadhyay, T.; Raghuram, G;

Reference No: CMA0811(B) Pages: 35 Published on: 12, June, 2008

Abstract: A famous brand of sauce tested positive for Sudan I (a prohibited carcinogenic dye added for colour enhancement), which led to the biggest food products recall off the shelves in supermarkets and departmental stores of Britain. This brought to light that the mandatory testing of Sudan I by Spices Board ... More

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Authors: Varshneya, K L; Reynolds, J;

Reference No: BP0014(B) Pages: 15 Published on: 1, January, 1966

Abstract: The second case in this series, case (B) (BP0015) describes the policy making and operating organization of the dairy and raises the question of whether it requires change or improvement in light of the dairys objectives and the losses which it is sustaining. ... More

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Authors: Chawla, Harkiran Kaur; Gopakumar, K. V., Ram Mohan, M.P.;

Reference No: OB0249(A) Pages: 4 Published on: 26, June, 2025

Abstract: Part A explores the struggles of a CLO in a fast-growing organization where they have to balance risk and caution in decision-making. Within the top management team, the CLO’s call for cautious decision making is considered an impediment by other team members within the CXO level team. ... More

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Authors: Bhat, Ramesh; Dixit, M R; Jain, Abhinandan K; Maheshwari, Sunil Kumar;

Reference No: F&A0477 Pages: 9 Published 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

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Authors: Sriram, Karthik; Kotia, Utsav; Shrivastava, Shrikant;

Reference No: O&DS0010 Pages: 6 Published on: 28, November, 2025

Abstract: Dhariwal Infrastructure Limited, a subsidiary of the Calcutta Electric Supply Corporation Limited (part of the RP-Sanjiv Goenka Group), operates a 2 × 300 megawatt thermal power plant in Chandrapur, Maharashtra. To enhance risk management and process excellence, the plant identified the need for an improved monitoring system for the main oil tank in ... More

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Authors: Chacko, George K;

Reference No: BP0298 Pages: 20 Published on: 3, August, 2004

Abstract: Case studies generally ask: (1) What accounts for the success/failure of this real-life "case" (corporation, government or organization)? (2) How can we transport the lessons learned across time and space? (3) What immediate/eventual issue/objective(s) should the "case" pursue to enhance its survival/success and how? The student is graded ... More

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Authors: Rizvi, Ilma; Varshney, Mayank; Narayanaswami, Sundaravalli;

Reference No: IGPC0003 Pages: 27 Published on: 10, October, 2025

Abstract: The Emerald Jewel Industry India Limited (EJIIL) exemplifies strategic initiatives like prioritising quality, embracing innovation and implementing effective operational practices that have positioned it as a leader in the Indian gems and jewellery industry. Over the years, the EJIIL has expanded its operations to cater to both domestic and global ... More

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Authors: Maheshwari, Sunil K; Agrawal, Atul; Maheshwari, Sudhanshu;

Reference No: STR0450 Pages: 22 Published on: 24, October, 2020

Abstract: Government of India constituted ‘Energy Efficiency Services Limited (EESL)’ on 10 December 2009; as a Joint Venture of four Central Public Sector Undertakings (CPSU) of India - NTPC Limited (NTPC), Power Finance Corporation Limited (PFC), Power Grid Corporation of India Limited (POWERGRID) and Rural Electrification Corporation Limited (REC) to improve energy efficiency ... More

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Authors: Chaudhri, Vidhi; Kaul, Asha;

Reference No: COMM0013(B) Pages: 10 Published on: 28, May, 2020

Abstract: After a tumultuous five months, Nestle India was exonerated in the Maggi crisis just in time for Diwali. Although the mood was one of vindication, the leadership team with Suresh Narayanan at the helm, knew they faced a major challenge to regain lost glory. Stock price had plummeted along with ... More

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Authors: Das, Prashant;

Reference No: F&A0565(B) Pages: 8 Published on: 28, March, 2022

Abstract: The case provides a systematic method to a classical real estate decision of households: Should they buy a home or not? The case is a quasi Buy-versus-Rent analysis, and can serve to debate the pros and cons of homeownership as well. The analysis is conducted (1) for owner-occupiers (to assess whether ... More

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Authors: Verma, Pramod; Joshi, Mayank;

Reference No: P&IR0166(D) Pages: 16 Published on: 1, January, 1984

Abstract: This series of cases refers to the experience of collective bargaining in a growth- oriented public sector organization. It first narrates the industrial relations situation in the organization [Case (A)] P&IR0166(A), and then poses the problems faced by the management in preparing for the negotiation [Case (B)] P& ... More

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