ICMC 2017 Vol. 1

Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship
presents case studies and research findings from some of the most vibrant areas of inquiry in
organization science today. With the latest developments in advanced technologies affecting every
aspect of work life, enhancing human autonomy, freedom of expression, and empowerment take
central stage for maintaining wellbeing and efficiency in organizations. Despite the rapid evolution of
digitization and automation of work, human capital remains the most sought after asset in all forms
of organizations for fostering innovation and entrepreneurship. Even though many traditional types
of work are disappearing, new forms are continuously evolving, creating an unprecedented need for
recruiting and developing human talent. The young generation of workers are no longer motivated just
to do well financially. Instead, they are driven by a genuine desire to find meaning and dignity in work
and a yearning to create positive change.
Management scholars from all around the world contributed to bring together in one place this
eclectic collection of brilliantly designed cases and original findings from carefully designed research.
This volume is divided into three Sections:
• Human Resources, Knowledge Management, Organization Development, and Technology
• Marketing and Product Development
• Entrepreneurship, Industry Perspectives, and Strategy
The book should be a valuable resource for management students, organization science researchers,
OD practitioners, change management consultants, business leaders, and policy makers.
Ajoy Kumar Dey is a practicing management expert and Professor, BIMTECH, Greater Noida, India.
He is the editor of South Asian Journal of Business and Management Cases, a SCOPUS indexed
journal published by Sage. He is the guest editor of three special issues of Inderscience journals
and a member of the Editorial Advisory Boards of many leading international management research
journals. He is a university rank holder possessing a blend of corporate, consultancy and academic
experience.
Tojo Thatchenkery (Ph.D. Weatherhead School of Management, Case Western Reserve University)
is professor and director of the Organization Development and Knowledge Management program at
the Schar School of Policy & Government, George Mason University, Arlington, Virginia, U.S.A.
LeveragingHumanResourcesforHumanizingManagement
PracticesandFosteringEntrepreneurship
Editors
Dey•Thatchenkery
Leveraging Human Resources for Humanizing
Management Practices and Fostering Entrepreneurship
Editors
Ajoy Kumar Dey
Tojo Thatchenkery
$ 1499
9 789387 471351
ISBN 978-93-87471-35-1

LEVERAGING HUMAN RESOURCES FOR
HUMANIZING MANAGEMENT PRACTICES
AND FOSTERING ENTREPRENEURSHIP

Editors
AJOY KUMAR DEY
and
TOJO THATCHENKERY
LEVERAGING HUMAN RESOURCES FOR
HUMANIZING MANAGEMENT PRACTICES
AND FOSTERING ENTREPRENEURSHIP

© BIMTECH, 2018
First published, 2018
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All the cases in this volume are developed as the basis for class discussion rather than
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Contents
Acknowledgements ix
Introduction xi
SECTION 1: HUMAN RESOURCES, KNOWLEDGE MANAGEMENT,
ORGANIZATION DEVELOPMENT, AND TECHNOLOGY
1. Digitalizing Rehabilitation Services: Case Brain Injury Clinic 3
Hanna Lehtimäki and Malla Mattila
2. Organizational Innovations by Using Cyber-Physical Systems 14
Sebastian Allegretti, Sven Seidenstricker and Timo Pischzan
3. Communication Challenges at Nikunj Builders 28
Archana Shrivastava
4. Publish or Perish: Unleashing Knowledge to Practitioners with the End User in Mind 32
Wanda Tisby-Cousar and Bridgitt L. Mitchell
5. Diminishment is the Task of Pull-Down Aggression: A Contribution to the
Taxonomy of Nonphysical Aggression 43
Loretta M. Hobbs
6. Applying a Technology Faculty’s Teaching Strategies to Develop Accounting
Faculty to Teach Technology 56
Kristine M. Brands and Debora Elam
7. Managing Attrition at Blackberrys Gurugram, India 70
Himanshi Tiwari
8. Reengineering Human Resource Processes: Case of Sky Cinemas 84
Paridhi Khanduja and Manosi Chaudhuri
9. Impact of Employee Selection, Training and Development, Performance
Appraisal and Career Planning on Organizational Citizenship Behavior:
A Study of Information Technology Professionals 92
Jaya Gupta and Sameer Gupta
10. Developing Human Resource Management Practices in Embarc Information
Technology (P) Ltd., Noida Special Economic Zone (NSEZ), India 104
Gunjan Gupta, Geeta Rana and Alok Goel

vi Contents
11. Turnover, Trust, and Communication: Worldwide Education Initiative Case Study 117
Linda Christie and Katherine Dubrowski
12. Rayyan’s Dilemma, Fight or Flight…! 128
Abdul Qadir
SECTION 2: MARKETING AND PRODUCT DEVELOPMENT
13. Resolving Food Wastage Using House of Quality 137
Saroj Koul and Hima Gupta
14. Cognitive Oversimplification Processes in Research and Development
Environments: A Case Study of the Mita and Vita Projects 150
Ramkrishnan (Ram) V. Tenkasi
15. Cappuccino to Irani Chai: Research Case 162
Vijayan Pankajakshan, Namrata Singh and Shagun Barabde
16. Influence of Store Atmospherics on Purchase Intentions 168
Veenu Sharma, Divya Sharma and Amrendra Pandey
17. But I Would Like to Try This! Persuading and Resisting with Emotion 177
Eeva Aromaa, Päivi Eriksson and Tero Montonen
18. Hedonic Shoppers Factors Influencing Customer Satisfaction in Delhi and
National Capital Region: An Analysis 187
Pooja Misra, Prachi Deepak Patil and Aparna Gupta
19. 100,000 Hours of Talking about the Brand: Engagement with Corporate
Rebranding in a Telecommunications Company 198
Esa Hiltunen and Maarit Lammassaari
20. Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian Market 206
Utpal Chattopadhyay
21. Service Quality Appraisal at Some Japanese Business Hotel Chains 220
Masaki Iijima, Takumi Matsui, Tetsuhisa Oda and Masao Tao
22. SpiceJet: Its Reincarnation 229
Arunaditya Sahay
23. Case Botnia in Uruguay: Stakeholder Influence Strategies 246
Lara Gonzalez Porras, Anna Heikkinen and Johanna Kujala
SECTION 3: ENTREPRENEURSHIP, INDUSTRY PERSPECTIVES
AND STRATEGY
24. The Reflection to Scale Up to Be Better Off 261
Kohei Nishikawa

Contents vii
25. Consumers’ Delight Fortified Entrepreneurship: A Case Study of Maharaja
Masala Udyog 271
H.M. Jha ‘Bidyarthi’, Mayur A. Dande, Pawan M. Kuchar, Satya Mohan Mishra and
Ashish K. Shrivastava
26. Academic Spin-Off Managers as Builders of Resources 280
Olli-Matti Nevalainen, Päivi Eriksson and Tero Montonen
27. The Boxer Store: Boxing the Underclothes Challenge 291
Ruchi Khandelwal and Ruchi Jain
28. An Entrepreneurial Journey: Exploring Possibilities for Advancement 302
Raveesh Agarwal and Saket Agarwal
29. Power in the Commercialization Process: Adopting a Critical Sensemaking
Approach to Academic Entrepreneurship 307
Jukka Moilanen, Tero Montonen and Päivi Eriksson
30. Investigation of Competitive Dynamics of Life Insurance in India: Key Success
Factors of Life Insurance Corporation 316
Mona Chaudhary, Harjit Singh and Amit Kumar Mishra
31. Use of Technology for Sustainable and Inclusive Growth in Insurance: A Case of
Bajaj Allianz General Insurance Company 326
Manoj K. Pandey and Pallavi Seth
32. The Future of the United States Aerospace Industry: An Analysis of Likely, Best,
and Worst Case Scenarios for Five Factors 338
Ron J. Newton
33. Evaluation of Pricing Policy of Cab Aggregators in India 349
C. Anirvinna
34. Patratu Vidyut Utpadan Nigam Limited at Crossroads 358
Sanjay Kayasth and Arunaditya Sahay
Author Index 371

Award Winning Cases
BIMTECH
Dr G D SARDANA MEMORIALYOUNG SCHOLAR AWARD
1. Case Botnia in Uruguay: Stakeholder Influence Strategies
Lara Gonzalez Porras, Anna Heikkinen, and Johanna Kujala
2. Academic Spin-off Managers as Builders ofResources
Olli-Matti Nevalainen, Päivi Eriksson, and Tero Montonen
3. Will UBI (Universal Basic Income) be the perfect Social Security Scheme
for India?
Ritu Srivastava and Himani
4. Facets of Bullying in Higher Echelons
Shreya Mishra, Manosi Chaudhuri, and Ajoy Kumar Dey
5. Creating Value from Food Waste: Case ResQ Club
Malla Mattila, Nina Mesiranta, Anna Heikkinen, and Suvi Turunen
6. Circular Business Model in Practice: An Illustrative Case Study of a
Pioneer Company
Ville-Veikko Piispanen, Kaisa Henttonen, and Eeva Aromaa
7. Who is ‘the’ Healthcare Customer? Managerial Sensemaking of the
Users of Healthcare Services
Maarit Lammassaari, Esa Hiltunen, and Hanna Lehtimäki
8. Appreciative Inquiry in Leadership Development: A United States Military
Case Study
John H. Sim
9. Power in the Commercialization Process: Adopting a Critical Sensemaking
Approach to Academic Entrepreneurship
Jukka Moilanen, Tero Montonen and Päivi Eriksson
10. Design for the Environment for Strategic Sustainability: A Study in
Medical Equipment Design
Hanuv Mann, I. J. Mann, and Nehul Gullaiya

SAGE BEST CASE AWARD (SOUTH ASIA PERSPECTIVE)
The Story of Missing Middle: SAIF Partners and Aye Finance
Divya Aggarwal and Varun Elembilassery
THE CASE CENTRE BEST CASES AWARDS
First Award
Patratu Vidyut Utpadan Nigam at Crossroads
Sanjay Kayasth and Arunaditya Sahay
Second Award
Jaiprakash Associates Limited:
Spurring Growth Through Efficient Procurements
Soumyajyoti Datta and Rohit Kapoor
Influence of Store Atmospherics on Purchase Intentions
Veenu Sharma, Divya Sharma and Amrendra Pandey

Acknowledgements
This volume along with its companion volume, Leveraging Human Resources for Humanizing
Management Practices and Fostering Entrepreneurship features the final selection of 34 cases chosen
from over 123 manuscripts received from all over the world for presentation at the International
Conference on Management Cases 2017 (ICMC 2017), jointly organised by Birla Institute of
Management Technology, Greater Noida (India) and the Schar School of Policy and Government,
George Mason University, Arlington, VA (USA) at the BIMTECH Campus on November 30 –
December 1, 2017.
Mobilizing the intellectual resources of hundreds of committed volunteers and bringing it to
a successful culmination in the release of the hard-bound volumes at the inaugural function of the
conference have been a challenging and massive task. We wish to express our profound gratitude
and appreciation to the many who made this publication possible.
• Our foremost thanks go to the academic fraternity, scholars and practitioners who
supported ICMC 2017 in such large number and came forward to share their experiences.
• The manuscripts were double blind reviewed by a distinguished panel of scholars. We
thank our reviewers from overseas, India, and BIMTECH.
• Every paper underwent an originality check to get similarity index using TURNITIN
installed at BIMTECH. We wish to thank Dr. Rishi Tiwari and his staff for extending help
often on a short and urgent request.
• We wish to place on record our deepest appreciation and thanks to Ms. Jyoti Mehrotra,
Bloomsbury Publishing India Private Limited for her support, cooperation, and attention
to details in bringing out this publication on time.
• We wish to thank our friends and families for their understanding and support, often
joining us to share the demanding task of manuscripts corrections, proof reading,
formatting and editing.
• Ajoy Kumar Dey and Tojo Thatchenkery express their appreciation and gratitude to
Professor Harivansh Chaturvedi, Director, Birla Institute of Management Technology,
Greater Noida (India), and Professor Mark Rozell, Dean, Schar School of Policy and
Government, George Mason University for the support and opportunity provided to
compile and edit this volume.
Ajoy Kumar Dey
Tojo Thatchenkery

Introduction
Ajoy Kumar Dey and Tojo Thatchenkery
While Mark Zuckerberg, CEO, Facebook and Elon Musk, CEO, Tesla may disagree on how
catastrophic might be the effects of artificial intelligence on human life, both do agree that our
lives will be transformed beyond imagination by it in next ten years. Driverless cars are already
here. UPS and Fedex have already tested driverless trucks. Uber hopes to send us a car without
a driver very soon. Amazon has already successfully tested same-hour drone delivery to our
front door. Microsoft, Google, Facebook, Amazon, Tesla, Salesforce, General Motors, Ford, and
Toyota are on a frantic hiring frenzy for engineers specializing in artificial intelligence (AI). Blue
chip Indian IT services firms such as Infosys, TCS, and Cognizant Technologies have already cut
their workforce significantly because automation based on advanced AI has reduced the need
for human talent in many phases of the workflow. Such developments raise moral, ethical, and
strategic questions. Is making money the ultimate goal for corporations? Can we achieve a balance
betweenvalues, quality of work-life, well-being, and profitability? Is there a win-win scenario
amidst this hyper competitive business environment? Can our business leaders take an ethical
stance towards humanizing our workplace and yet not sacrifice their business or organizational
goals? Chapters in this volume making a convincing case that it is possible to do so.
There are three sections in this volume. They are (i) Human Resources, Knowledge
Management, Organization Development, and Technology; (ii) Marketing and Product
Development and (iii) Entrepreneurship, Industry Perspectives, and Strategy. They cover
the entire gamut of the humanizing workplace spectrum we have just mentioned above. The
chapters explore how the tensions of advanced modernization impact organization development,
marketing, new product development, entrepreneurship, innovation and strategy. The challenges
facing leaders to attain a balance between human needs and organizational goals are very similar
to the one that Chris Argyris articulated exactly 60 years ago. There was no Internet or artificial
intelligence in 1957 when he wrote the Personality and Organization: the Conflict between System and
the Individual, yet the tensions between the larger organizational forces and the individual that
Argyris so brilliantly identified lives on today. The chapters below are a multifaceted explication of
that dynamics at various levels of richness.
HUMAN RESOURCES, KNOWLEDGE MANAGEMENT, ORGANIZATION
DEVELOPMENT, AND TECHNOLOGY
In the first chapter in this section- Digitalizing Rehabilitation Services: Case Brain Injury Clinic Hanna
Lehtimäki and Malla Mattila accurately point out that digitalization and institutional changes have
come to shape rehabilitation markets significantly. Traumatic brain injuries and other diseases with
neurological impacts create a globally growing demand for cost efficient rehabilitation services.

xii Introduction
They examined how a brain injury hospital in Finland utilized its digitalization of a brain injury
rehabilitation service and found that it was closely tied with organizational practices in patient
informationprocessing.Thesecondchapter,asthetitleimplies,isaboutorganizationalinnovations
by using cyber-physical systems. Authors Sebastian Allegretti, Sven Seidenstricker, and Timo
Pischzan show that a flexible and agile cyber-physical system is needed for overcoming challenges
in a globalized and fast changing work environment. They identified several requirements for
this. The third chapter authored by Archana Shrivastava is about Communication Challenges at
Nikunj Builders. She points out that despite best intentions effective exchange of information can
be a challenge. She discussed a miscommunication at the Nikunj Builders arising from a weekly
departmental review meeting at the construction biddings unit and shared the lessons learned.
Changing themes, Wanda Tisby-Cousar and Bridgitt Mitchell look at the complexities of
academic productivity. In Publish or Perish: Unleashing Knowledge to Practitioners with the End User
in Mind, they point out that the “publish or perish” mind set has produced new processes for
unleashing knowledge to management practitioners. In the next chapter – Diminishment is the Task
of Pull-Down Aggression: A Contribution to the Taxonomy of Nonphysical Aggression, Loretta Hobbs
examines unanticipated nonphysical aggression in adults in special circumstances. Using thematic
analysis she identified a type of nonphysical aggression that inflicts distinct behavioural patterns
focused on diminishing the target. In the next chapter, Applying a Technology Faculty’s Teaching
Strategies to Develop Accounting Faculty to Teach Technology, Kristine Brands and Debora Elam point
outthatastechnologycontinuestotransformtheaccountingindustry,highereducationaccounting
departments face major challenges of training and preparing accounting faculty to integrate the
latest technological developments into accounting curriculum. The researchers performed an
earlier study of an accounting faculty’s perceptions of adapting technology and teaching it in
accounting courses, but found many of the participants in the study lacked the experience and
skills to identify effective teaching strategies. The authors provide number recommendations to
recruit and train a competent accounting faculty.
The next chapter is a case study about the Blackberrys, an Indian lifestyle brand for men.
Though the company had recorded a 28.6 % growth rate, it had to struggle with high attrition
among employees. Monotonous work schedules, poor conditions at the work space, and lack
of transparency in HR planning were some of the factors behind the employee turnover. No
engagement activities were planned due to heavy workload and the implication of such gaps in
training are explored. Staying on the theme of HR, the next chapter, HR Processes Reengineering
in the HR Department of Sky Cinemas is authored by Paridhi Khanduja and Manosi Chaudhuri.
As the title implies, the case study focuses on the HR process reengineering carried out in Sky
Cinemas. They analyse many aspects of HR including selection, training, and retention of talent
at all levels and provide recommendations for creating a robust HR policy. In the next chapter
titled Impact of Employee Selection, Training & Development, Performance Appraisal and Career Planning
on OCB: A Study of IT Professionals, authors Jaya Gupta and Sameer Gupta point out that the Indian
information technology (IT) industry has had a phenomenal growth over the last few decades.
Human resources are the drivers and principal value-creators of the output of the IT industry.
Since the industry has been one of the most attractive sectors, it has been able to attract the best

Introduction xiii
talent. Since studies have shown that High Performance Work Practices (HPWP) have a positive
relationship with organizational citizenship behavior (OCB), they explored the impact of selected
HPWP such as employee selection, training & development and career planning on OCB of IT
Professionals.
In Developing Human Resource Management Practices in Embarc Information Technology (P)
Ltd., NSEZ, India, authors Gunjan Gupta, Geeta Rana, and Alok Goel researched Embarc
Information Technology (P) Ltd., an ISO 9001:2008 certified IT company established in 1994 and
headquartered in Noida, India. This case study on innovative HR practices discusses the pertinent
HR issues of the SMEs operating in Indian IT employment sector and the HR practices in SMEs.
Linda Christie and Katherine Dubrowski in the next chapter Turnover, Trust, and
Communication: Worldwide Education Initiative Case Study examines a non-profit organization’s high
turnover rates amongst its staff. Open-ended interview was used to determine employees’ views
of the organization in its current and preferred state. The underlying causes for high turnover
rates were identified as a lack of trust due to poor communication; lack of transparency from
leadership and ineffective collaboration. Recommendations for improvement include focusing on
rebuilding relationships by addressing negative expectation effects and remediating the set-up-to-
fail syndrome.
Abdul Qadir’s provocatively titled chapter Rayyan’s Dilemma, Fight or Flight…! aptly captured
the struggles of a HR professional who left corporate life for academia. The cultures are very
different in private sector and university settings. Navigating what’s important to accomplish is not
an easy task for someone coming from a corporate setting with tangible deadlines and milestone.
Gaining social capital has a different process in academia and the inability to understand that
would have negative consequences for someone coming from the private sector.
MARKETING AND PRODUCT DEVELOPMENT
In the first chapter in this section, Resolving Food Wastage Using House of Quality Saroj Koul and
Hima Gupta point out that House of Quality is a conceptual tool for mapping attributes from
one phase of the design process to the next. But they also discuss its limitations and explore its
effect empirically by conducting tests at one of the residential university where students want
to find taste in all the food they consume on campus. Using primary and secondary data they
performed qualitative and quantitative analysis. Various quality parameters that are responsible
for fluctuation in the food consumption trends are identified for developing the House of Quality.
Inthenextchapter,CognitiveOversimplificationProcessesinResearchandDevelopmentEnvironments:
A Case Study of the Mita and Vita Projects Ram Tenkasi point out that cognitive oversimplification
processes are a hazard in complex knowledge environments such as pharmaceutical drug
development. The uncertainty of the task often leads to scientists relying on simple rules of
thumb to deal with the complexity of the task domain they are exploring. The essence of such
scientific endeavours deals with both deductive and inductive processes that ultimately lead to
discovery and invention. However, Tenkasi points out that cognitive over-simplification process
can hamper both deductive and inductive processes. The case study reports two examples of novel

xiv Introduction
R&D projects with multimillion dollar investments in a Fortune 50 pharmaceutical firm. The first
one failed due to cognitive oversimplification processes and the second was re-developed into a
successful project after remedying defective cognitive procedures. The Mita project showed clear
evidence of faulty deductive reasoning and the Vita project was hampered by cognitive pitfalls in
inductive reasoning.
Irani Chai to Cappuccino is the title of the next chapter authored by Vijayan Pankajakshan,
Namrata Singh, and Shagun Barabde. They point out that as customers shift their value-
orientation, an organisation should review its cultural fabric for relevance and ability to continue
enabling business success. They studied Irani Cafes which have been an integral element of the
cosmopolitan food offerings of Mumbai with its unique customer delivery experience. Though
this locality has a melting pot of cultures the Café faces competition from multi-cuisine and fast
food competitors. Using primary and secondary data, the case attempts to capture the birth and
growth of a typical Irani Café and explore the causes of the gradual demise of many of them.
Veenu Sharma, Divya Sharma and Amrendra Pandey in the next chapter Influence of Store
Atmospherics on Purchase Intentions share the learning from a case study that illustrates how retailers
have embraced the concept of store atmosphere influencing purchase intention of the customers.
This case study clearly proves the importance of store atmosphere with respect to shopping
behaviour. In a highly suggestive title, But I would like to try this! Persuading and resisting with emotion,
Eeva Aromaa, Päivi Eriksson, and Tero Montonen in the next chapter focus on sensemaking and
emotionality in the context of service innovation. They examine how the leader and the employees
make sense of a new online service through their emotional performances. Using participant
observation, field notes, and videotaped data from organisational meetings, the authors conducted
sophisticated qualitative content analysis. Results showed how the social meanings of the new
service were negotiated in a process in which the leader made an effort to persuade the employees
to adopt the new service. Authors found that in order to maintain her own and the company’s
identity as an innovator, the leader developed something similar to an “emotional Teflon” to allow
employees’ resistance to slide off her positive emotional performances.
The next chapter authored by Pooja Misra, Prachi Deepak Patil and Aparna Gupta- Hedonic
Shoppers Factors Influencing Customer Satisfaction in Delhi and NCR: An Analysis explores the changing
retail landscape around India’s capital city. The case study examines the impact of environmental
factors such as store layout, ambience, lighting, music, smell, and crowd profile. In the next chapter
100,000 Hours Talk of the Brand: Engagement with a Corporate Rebranding in a Telecommunications
Company Esa Hiltunen and Maarit Lammassaari explore how corporate rebranding was internally
implemented in a telecommunications company. Only a handful of academic studies have
concentrated on how rebranding is conducted in practice. The analysis and results of the intensive
case study is based on company’s rebranding narrative. The case illustrates the importance of
personnel orientation of corporate rebranding with integrating corporate culture. The title of the
next chapter, Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian Market authored by
Utpal Chattopadhyay reveals what is in it. While entering into the Indian market in 1996, Hyundai
Motor Company (HMC) preferred a wholly-owned subsidiary to a joint venture project which, in
retrospect, turned out to be great success. The company quickly gained market share in the highly

Introduction xv
competitive Indian passenger vehicle segment, reaching number two position in market share and
becoming top exporter from India for the last ten consecutive years. The case study outlines the
major factors behind the remarkable success of the company.
Masaki Iijima, Takumi Matsui, Tetsuhisa Oda, and Masao Tao in the next chapter, Service
QualityAppraisalatSomeJapaneseBusinessHotelChains analyse various aspects of a niche hospitality
sector in Japan. With the gradual increase of overseas visitors to Japan, prices of hotel rooms are
increasing rapidly. This chapter explores customer appraisals of service quality in several well-
known Japanese business hotel chains as a basis for improvements in productivity. Arunaditya
Sahay in the next chapter SpiceJet: Its Reincarnation explores the history of India’s budget air carrier
Spicejet which began operations in 1984. There were several developments before Ajay Singh
assumed command as the CEO for the second time. He believed that the turnaround in 2016
had validated new management’s passionate and consistent focus on delivering an exceptional
customer experience. The company has a long range vision to grow significantly.
In the next chapter Case Botnia in Uruguay: Stakeholder Influence Strategies authors Lara Porras,
Anna Heikkinen, and Johanna Kujala explore stakeholder influence strategies that were utilized
in an international conflict that erupted when a Finnish company decided to build a pulp mill in
Uruguay. The data consists of 96 newspaper articles from the Argentinean newspaper El Clarín.
A qualitative content analysis is used to analyse the strategies used during the conflict. The
findings contribute to the literature on stakeholder influence strategies by identifying support
as a nonmaterial resource and extending the stakeholder influence strategies framework to
intra-stakeholder influences. The case study highlights the importance of understanding how
stakeholders both influence others and are influenced during an international project.
ENTREPRENEURSHIP, INDUSTRY PERSPECTIVES AND STRATEGY
In the first chapter in this section - The Reflection to Scale Up to Be Better Off author Kohei Nishikawa
provides a case study of Edgy technologies where the founder worked with an OD consultant to
boost employee morale maturity, leadership and profit. Lessons learned are shared in good detail.
H. M. Jha Bidyarthi, Mayur Dande, Pawan Kuchar, Satya Mohan Mishra and Ashish Shrivastava in
the next chapter titled Consumers’ Delight Fortified Entrepreneurship- A Case Study of Maharaja Masala
Udyog share the fascinating story of the company that started with a humble beginning. It all
started with grinding of residual waste of different types of raw spices being sold in 1968 through
retail business. Initially, they started with only about 15-16 Kgs. of mixed spices called Garam
Masala which they grinded every month solely to save wastages and for consumption by family,
relatives and neighbourhoods. The taste and flavour was so unique that repeat demand started
pouring in and Maharaja Masala Udyog was established in the year 1971. Since then, the success
of the company was mercurial. The case study comprises rich knowledge and intense thought
provocation relating to entrepreneurship and innovation management based on traditional
management practices.
Olli-Matti Nevalainen, Päivi Eriksson, and Tero Montonen in the next chapter Academic Spin-
off Managers as Builders of Resources focus on the financial and non-financial resources of university
spin-off companies. They explore how spin-off managers with prior business experience use causal

xvi Introduction
and effectual logic when building finance-related resources for their companies. The authors
conducted qualitative content analysis of narrative interviews and documents from five case
companies and observed how managers report diverse ways of building finance-related resources
over time. Causal logic dominated their narratives, whereas effectuation logic was demonstrated
in narratives concerning the early stages of the spin-offs, when experienced outsiders helped the
company build resources. In the next chapter, The Boxer Store: Boxing the Underclothes Challenge
Ruchi Khandelwal and Ruchi Jain are interested in comprehending the aspirations of a budding
entrepreneur and her strategic decision making for creating identity in the Indian setup. The
case also explores the evolving demands of young customers resulting in product innovation
and establishing the dynamism of online business platform for a start-up. The findings revealed
that TBS successfully established its brand and business online but scalability of business always
remained a matter of concern. The founder consulted with angel investors, prepared business
plans and sought funding sources when the start-up tumbled. The case serves as a background to
discuss the social and financial entrepreneurial infrastructure in India and the role the government
is playing.
Raveesh Agarwal and Saket Agarwal in the next chapter An Entrepreneurial Journey: Exploring
Possibilities for Advancement explores an entrepreneur’s journey and struggle for survival and
growth. Analysing data from primary sources, the case study provides lessons for aspiring
entrepreneurs that they should not lose hope during the inevitable hard times. In Power in the
Commercialization Process: Adopting a Critical Sensemaking Approach to Academic Entrepreneurship
Jukka Moilanen, Tero Montonen and Päivi Eriksson analyse how academic entrepreneurs make
sense of the relationships between the various actors such as business partners, stakeholders, and
academic entrepreneurs who are involved in the commercialisation process. It uses the critical
sensemaking lens to focus on power and discourse in the sensemaking processes of three scientists
who worked on the same commercialisation team and ultimately decided not to go forward with
the commercialisation project. The analysis shows how individual sensemaking trajectories with
various understandings of power unfold over time. Their analysis contributes to the discussion of
academic entrepreneurship as a team-based process.
In the next chapter – Investigating of Competitive Dynamics of Life Insurance Industry in India
Mona Chaudhary, Harjit Singh, and Amit Kumar Mishra explore the many facets of India’s life
Insurance industry. In India insurance industry is growing at the rate of 10-15 per cent annually.
After privatization many companies entered in both life and nonlife insurance business. Despite
several challenges the insurance sector has witnessed substantial growth. Today the Indian life
insurancesectoristhebiggestintheworldandisexpectedtogrowwithCompoundAnnualGrowth
Rate (CAGR) of 12-15 per cent over the next five years. The case investigates the performance of
LIC since privatization of insurance sector and focuses on competitive dynamics of Life Insurance
industry in India. Continuing the theme of insurance sector, in Use of Technology for Sustainable &
Inclusive Growth in Insurance: A Case of Bajaj Allianz General Insurance Company Manoj Pandey and
Pallavi Seth explore the Indian insurance industry which has a history of more than 150 years. The
insurance penetration and insurance density of the general insurance business in India is at 0.7 and
USD 11.5 which is much below the global average of 2.8 and USD 276. The authors suggest this

Introduction xvii
huge untapped potential should be realized with the help of technology. The case focuses on a
leading General Insurance Company-Bajaj Allianz General Insurance Company of India and finds
out how the usage of technology has helped the company as well as the customers.
Ron Newton in the next chapter The Future of the United States Aerospace Industry: An Analysis
of Likely, Best, and Worst Case Scenarios for Five Factors shares how in order to better understand the
future of the aerospace industry in the United States, a forecasting analysis aimed at explicating
likely, best- and worst-case scenarios was conducted. Scenario building allows for the clarification of
potential paths the industry might take along a negative-to-positive dimension with a likely scenario
occupying the typical midpoint along the dimension. Five scenarios related to five respective
factors were described. The factors included (a) demographic changes, (b) economic changes, (c)
political changes, (d) technological changes, and (e) educational changes. The three-part scenarios
were analysed for each factor by exploring the current situation. The analyses resulted in 15
individual scenarios, providing a dynamic and interrelated picture of potential overall outcomes
for the industry. Leaders, institutions, and organizations who are cognizant of the potential fifteen
scenarios will be better equipped to meet challenges in the decades to come so as to ensure the
health of the aerospace industry in the United States.
In the next chapter, Evaluation of Pricing Policy of Cab Aggregators in India, author Anirvinna
reviews surge pricing mechanisms employed by cab aggregators such as Uber and Ola in India
from an economic perspective. The author wonders if surge pricing is a strategic tool and explores
it from a legal and a consumer vantage point. In the last chapter of this volume titled Patratu
Vidyut Utpadan Nigam: Challenges in Expansion Sanjay Kayasth and Arunaditya Sahay discuss the
lessons learned from the experience of Jharkhand State Electricity Board (JSEB) entering into a
joint venture with NTPC Limited for performance improvement and capacity expansion of its
Patratu Thermal Power Station.
We hope the chapters in this volume have given the readers a representative sample of
the latest research and thinking in making the best use of human talent for democratizing and
humanizing management practices and encouraging entrepreneurship. As globalization and
automation take hold strongly in rapid intensity, it has become all the more important that we
think about bringing dignity, respect, and appreciation for the human element. As the chapters in
this volume demonstrate, this can be done in a way that enhances organizational productivity and
innovation.

Section
1
HUMAN RESOURCES,
KNOWLEDGE MANAGEMENT,
ORGANIZATION DEVELOPMENT,
AND TECHNOLOGY

Digitalizing Rehabilitation Services: Case
Brain Injury Clinic
Hanna Lehtimäki*
and Malla Mattila**
Abstract
Digitalization and institutional changes shape rehabilitation markets significantly. Traumatic brain injuries and
other diseases with neurological impacts create a globally growing demand for effective and cost-efficient rehabilitation
services. In this study, we examine how a brain injury clinic at the University of Tampere Hospital, Finland, engages
in digitalization of a brain injury rehabilitation service. The study shows that digitalization is closely tied with
organizational practices in patient information processing and patient engagement in a rehabilitation process. The study
seeks to contribute to the literature on digital services’ development.
Keywords: Digitalization, Rehabilitation, Service, New Service Development, Healthcare, Brain Injury,
Qualitative Case Study
Introduction
The neurological rehabilitation market is growing rapidly as a digitalized healthcare service
market. Traumatic brain injuries and other diseases with neurological impacts (like stroke) create a
growing demand for effective and cost-efficient rehabilitation services in Finland, Europe, and the
rest of the world. Digitalization, advances in personalized healthcare, and the ongoing healthcare
reform in different countries create global business and growth opportunities for Finnish small- and
medium-sized companies in digital neurological rehabilitation. Finland has a unique opportunity
to operate as the test bed for novel digital rehabilitation service design. This is due to advanced
digitalization competence and an advanced national healthcare system.
In this study, we examine how a brain injury clinic at the University of Tampere Hospital,
Finland, engages in digitalization of a brain injury rehabilitation service. Digitalization refers to
a use of software, hardware, and other digital service applications that have a potential to create
service innovations (Williams et al., 2008). Digitalization of services will imply profound changes
* Professor (Innovation Management), Eastern University of Finland, Business School, Kuopio Campus, P.O. box
1627, FI-70211 KUOPIO
E-mail: hanna.lehtimaki@uef.fi
** Researcher (Fellowship) at the University of Tampere, Faculty of Management, Finland
E-mail: malla.mattila@staff.uta.fi
Disclaimer: This case has been developed for classroom discussion and is not intended to illustrate either effective
or ineffective handling of an administrative situation or to represent successful or unsuccessful managerial decision
making or endorse the views of the management.

4 Leveraging Human Resources for Humanizing Management Practices and Fostering Entrepreneurship
in healthcare service processes and roles of actors (patients and healthcare professionals) in these
processes. For instance, it allows patients to become customers and partners in service processes. It
also provides a better opportunity for healthcare professionals to focus on their areas of expertise
with a wider access to diagnostic information and with time-saving electronic patient databases
and appointment reservation systems (Nykänen, 2015; McGowan, 2008; Standing et al., 2014).
Dynamic and innovative approaches that support digitalization of a public healthcare system,
growth and internationalization of SMEs with potential applications in digital rehabilitation, and
a holistic customer-oriented understanding about digital rehabilitation service development are
still needed.
Objectives
This case study focuses on examining the digitalization of healthcare services, more specifically
digitalization of the brain injury rehabilitation service. The case is defined as a brain injury clinic
at the Tampere University Hospital, Finland. The research question is as follows: “How a brain
injury clinic at the University of Tampere Hospital, Finland, engages in digitalization of a brain
injury rehabilitation service?”
This study identifies several phases of the brain injury rehabilitation service and four key
themes as opportunities for positive outcomes in digitalizing that service. The themes are as
follows: (1) digitalizing materials and knowledge sharing, (2) facilitating efficient communication,
(3) utilizing technological applications in brain injury rehabilitation, and (4) digitalizing service
processes of the brain injury rehabilitation. The findings of the study show that digitalization of
the brain injury rehabilitation is closely tied with organizational practices of patient information
processing and patient engagement.
Theoretical Background
Healthcare services have many similarities with other services, but there are also aspects that are
unique (Table 1). According to Berry & Bendapudi (2007), the key characteristics that differentiate
healthcare services from other services relate to a situation of the service demand. Similar to other
types of services, healthcare services are a combination of intangible and tangible elements and
the participation of the customer in the service is elementary. As illustrated in Table 1, health-
related conditions initiate a demand for the service. Customers are in a vulnerable situation and
may experience fear and anxiety. They may also demand a holistic service that calls for wide-
ranging expertise. Rehabilitation services are high-touch services, and as such, very demanding
for the healthcare personnel. In addition, healthcare and rehabilitation services are typical expert
services, where competencies of service providing personnel and organization form a basis for an
experienced service quality (Berry & Bendapudi, 2007).
In depicting digitalization of the brain injury rehabilitation service, the study builds on the new
service development (NSD) literature that focuses on the improvement of existing services and
service innovations (Biemans et al., 2015; Droege et al., 2009). This line of research has examined,
for instance, services as a process, customer participation in service development process, and

Digitalizing Rehabilitation Services: Case Brain Injury Clinic 5
more recently the use of technology and development of digital services (Biemans et al., 2016). It
also draws attention to service development as a continuous process of improving the service and
meeting customer needs (Smith et al., 2007).
In the NSD, the role of technology has drawn an increased attention only recently (Schumann
et al., 2012). Traditionally, technology has been considered as a means to increase efficiency and
productivity rather than a way to enable innovations or making radical changes to services (Barrett
et al., 2015). In recent research, however, technology has been identified as an enabler and initiator
of the NSD (Lusch & Nambisan, 2015). Increasingly, technology is seen as an active agent rather
than an instrument in the NSD (Barrett et al., 2015). In addition to benefits of cost-efficiency
(Froehle & Roth, 2004), flexibility, usability (Fitzsimmons & Fitzsimmons, 2010), and accessibility
(Schumann et al., 2012), researchers have paid attention to the ways by which technology affect
building customer loyalty and trust (Luarn & Lin, 2003; Wilson et al., 2006; Schumann et al.,
2012). There is evidence that automatized self-services may reduce customer satisfaction (Ba et al.,
2010), and that a combination of self-service and interactive service would best support customer
loyalty and customer satisfaction (Scherer et al., 2015).
The benefits of digitalization are in the possibility of building comprehensive service systems
(Barrett et al., 2015). For instance, different operating systems, social media platforms, and cloud
applications, just to name a few, enable an organization to build a digital space (platform) that
allow both the use of digital capabilities throughout the organization and the generation of novel
combinations of products/services (Yoo et al., 2012).
Methodology
This study is an intensive case study. We aim to produce a narrative interpretation about the
case from the perspectives of the people involved in the case (Eriksson & Kovalainen, 2016) and
Table 1: Healthcare Services in Comparison with Other Types of Services
Similarities Dissimilarities
• Customers’ treatment is a combination of
intangible services and tangible goods.
• Customer presence is needed to generate
healthcare services.
• Value creation is closely connected to a service
provider’s time and expertise, equipment, and
spaces.
• Healthcare services are labor and (detailed) skill
intensive.
• Healthcare services change depending on a
specialty.
• Customers using a healthcare service remain
often at knowledge disadvantage position contrary
to a service provider.
• Healthcare services are complex.
• Customers are sick (challenging for a service
provider).
• Customers are reluctant (healthcare services are
usually needed but not actually wanted to influence on
service quality perceptions; customers’ loss of control
over outcomes).
• Customers must renounce their right to (physical and
mental) privacy.
• Customers need holistic service (service customization
depends on numeral factors).
• Customers are at risk (infections acquired from
hospitals, medication errors, and communication
errors in diagnosis and treatment).
• Healthcare professionals’ work is stressful (long
working hours, emotionally demanding work).
Source: Berry & Bendapudi, 2007.

Section
2
MARKETING AND
PRODUCT DEVELOPMENT

Influence of Store Atmospherics on
Purchase Intentions
Veenu Sharma*
, Divya Sharma**
and Amrendra Pandey***
Abstract
If you’re thinking about opening up a business of any kind, it’s imperative that you remember the role that store
atmosphere can play in its success. Customers not only care about how a store looks and feel; they’re also likely to make
purchasing decisions based on the ambiance of the establishments they patronize. So, if you want to make more sales,
attract new customers and retain existing ones, take pride in how your business looks. (Waters, 2017)
Introduction
Rahul, a recent graduate from a college, decides to move back to his hometown, Jammu a beautiful
city located in the state of Jammu and Kashmir. It serves as the winter capital of the state too.
Rahul decided to take over his family business that deals in plywood, hardware, kitchen, and other
related products. He is eager to put into practice all the business knowledge he acquired during his
Post Graduate Diploma in Retail management program. In the first month managing the store,
he has identified several aspects of the business that could be improved and he thought that one of
the most important aspects, in need of immediate attention, is the store atmosphere.
Further, the products are not well-organized making it difficult for customers to browse and
select the products that they are interested in purchasing. Based on the marketing concepts he
learned in his program, and his pleasant experience in many stores in Delhi (NCR) and experiential
learning in his course through short-term projects. On-job training and summer internship project
anticipates redesigning the store to improve its atmosphere. He believes that he needs more space
to display the products properly; he has to make shopping a memorable experience at his store as
no other store in Jammu has such atmosphere which Rahul had visualized.
* Assistant Professor, Retail & Marketing, Birla Institute of Management Studies, Greater Noida, India
E-mail: veenu.sharma@bimtech.ac.in
** Assistant Professor, Organisation Behavior & Human Resource Management, Birla Institute of Management
Studies, Greater Noida, India
Email: divyasharma0390@gmail.com
*** Assistant Professor, Economics, Birla Institute of Management Studies, Greater Noida, India
E-mail: amrendra.pandey@bimtech.ac.in

Influence of Store Atmospherics on Purchase Intentions 169
Store Atmosphere
Shopping is an activity that happens in context represented by stores. These are presented to the
shoppers in different formats defined by the mix of variables that retailers use to develop their
businessstrategies.Astoreformatconstitutesamixof assortment,price,transactionalconvenience,
and experience (Messinger, 1997). Store formats have evolved to satisfy the changing lifestyles of
customers (Rousey, 1996). Store format tends to play a prominent role in the relationship between
market share and spatial competition. Competitive intensity seems to be more severe at the intra-
format than at the inter-format level. This implies a two-step hierarchy in the process of retail
store choice in which the consumer chooses first the type of store in which to shop and second, the
specific store within that format (Gonzalez-Benito, 2005). It is also found that perceived shopping
utility changes with different price formats (Tang, 2001). They tend to impact basket sizes of
shoppers (Bell, 2000). Store formats are also designed to provide entertainment (Borghini, 2009).
It is suggested that different instrumental and hedonic motivations may dominate in different
retail formats. In addition, the importance of different motivations may vary with regards to the
degree of the shopper’s product involvement and the particular shopping situation (Arnold, 2003).
These studies acknowledge that the store format concept captures stores’ generic positioning and,
consequently, partly determines their attraction, competitive structure, and market response. The
retail sector is the most booming sector in the Indian economy. Some of the biggest players in
the world are going to enter the industry soon (IBEF, 2017). It is on the threshold of bringing the
next big revolution after the information technology (IT) sector. It has experienced high growth
over the last decade with a noticeable shift towards organized retailing formats. The industry is
moving towards a modern concept of retailing. While most retailers have been rushing to capture
opportunities in the quickly crowding Indian metros, some have been focusing their expansion
plans in the non-metros. In the next few years, modern retail is expected to grow 50%–60%
annually in tiers II and III cities, compared to only around 30% in the metros. Better employment
opportunities and improved lifestyles have pulled the rural population towards cities.
One of the key challenges faced by this sector is a shortage of skilled manpower; there are
very few courses specific to which the retail sector graduates are recruited. Store atmosphere
includes the physical characteristics of a retail store, used to create an image to attract customers.
It’s also known as atmospherics for short. It is a direct contributor to customer experience, which
is the most important element of retail today. Research shows that store atmosphere leaves a
distinct impression on customers. The 1997 study on Store Atmosphere, Mood and Purchasing
Behavior (Spies, 1997) found that customers rate establishments differently based on atmosphere.
The study compared two furniture stores, one with a “pleasant” atmosphere and another with an
unpleasant ambiance. It concluded:
Customers’ mood–measured at the beginning, in the middle and at the end of their
shopping–was shown to improve in the pleasant and to deteriorate in the less pleasant
store. Satisfaction with the store was greater in the pleasant store. Customers in the
pleasant store spontaneously spent more money on articles they simply liked (Waters,
2017).

This occurred simply because of the impact the store had on customer mood. So, if you want
customers to spend more time and more money in your store, create an ambiance they will enjoy.
Kwality Glass and Plywood Co.
Kwality Glass and Plywood Co. has been established for 13 years and is owned by the Gupta
family. The business was started on Jammu Street, strategically important location in 1993 with
the name of KC Group. Later, due to family issues, the business was divided among two brothers
and Kwality Glass and Plywood Co. built its presence on National Highway, in 2004 where it still
is to this day.
The Gupta family has one son and one daughter. From day 1, the family interest was that
before joining the business, their only son Rahul should have his master’s degree in
retail management to give their store a modern perspective. Keeping his father dream
and his own interest Rahul joined and continued with his family business. He has, in the past,
helped the family to manage the store on a part-time basis. Rahul has a master’s degree in retail
business administration from BIRLA Institute of Management Technology, Greater Noida and he
has worked as a team lead in one of the stores during his summer internship in Delhi too.
Kwality Glass and Plywood Co. opens daily from 08.00 am to 08.00 pm; a strategy that allows
them to retain customers and avoid customers shifting to their competitors. This approach has
been used for the last 13 years and the store only closes on special family occasions. Rahul’s mother
plays an important role in managing and operating the store daily.
Competitors
Most of the shops in Jammu, including all of the plywood shops, are located in specific locations,
like town market and town center. Town market attracts the larger number of buyers and is,
therefore, busier than town centre. Town market closes at 07:00 pm, whilst most of the stores
at town center close at 08:00 pm. Kwality Glass and Plywood Co. has three main competitors
(Figure 1).
Figure 1: Main Competitors of Kwality Glass and Plywood Co.
All the three major competitors of Kwality Glass and Plywood Co. have their presence in the
market for many years and dealing in same products as Kwality Glass and Plywood Co. Price of
the products is also similar and customers to are aware of the price of Kwality Glass and Plywood
Co. and competitors before coming to store. Rahul has visualized his store as a big showroom
during his course only and proposed a suggestion to his father to create a memorable shopping
experience.

Go Solo, Grow Fast: Hyundai Motor’s
Mantra for Success in Indian Market
Utpal Chattopadhyay*
Abstract
While entering into the Indian market in 1996, the South Korean automobile giant Hyundai Motor Company (HMC)
preferred a wholly-owned subsidiary to a JV project. This strategy, however, worked well for the HMC. Within a short
span of time, the company gained a foothold in the fiercely competitive Indian passenger vehicle segment and quickly
rose to number two position in terms of market share. Since then it has been a ceaseless success saga for Hyundai Motor
India Limited (HMIL), HMC’s Indian subsidiary. Apart from emerging as country’s second largest car manufacturer,
HMIL has been the number one exporter from India for the last 10 consecutive years. The case analyzes the major factors
that led to HMIL’s stupendous growth in the Indian market. It also sheds light on the company’s strategy on human
resource, product innovation, marketing and brand management, etc., which influenced its performance during the last
two decades.
Keywords: Globalization, Market Entry Mode, Indian Automobile Industry, Strategy on Product
Development, Marketing, Branding
Introduction
The passenger car industry remained an insignificant sector of the Indian economy for a long
period until Maruti-Suzuki came into existence in the early 1980s as a joint venture (JV) project
between Japan’s Suzuki Motor Company and India’s Maruti Udyog Limited. Since then it has
grown tremendously. Currently, India is the sixth largest producer of passenger cars and also one
among the fastest growing passenger car markets in the world. Besides other factors, the role
of global original equipment manufacturers (OEMs) has remained critical in this development.
Almost all big global OEMs now operate in India with their plants and sales network deep inside
the country. While many of these players preferred joint venture as their choice of entry mode,
the Korean giant HMC established a wholly-owned subsidiary in India in 1996.
Hyundai Motor Company’s India entry caught instantaneous media attention, primarily for
two reasons. First, it preferred a wholly-owned subsidiary over JV, which used to be the trend
* Associate Professor (Economics & Strategy), National Institute of Industrial Engineering (NITIE), Vihar Lake,
Mumbai
E-mail: utuchat@gmail.com

Go Solo, Grow Fast: Hyundai Motor’s Mantra for Success in Indian Market 207
during those days. Several auto MNCs like Suzuki, Ford, General Motors, Honda, etc. that came
to India prior to HMC chose JV as it was considered a safer option in a country like India where
foreign players had to navigate a lot of bureaucratic hurdles to start as well run a business. The JV
mode also suited the Indian firms who were willing to share the growing domestic market with
their foreign partners in exchange for technology. Second, while deciding the plant location HMC
opted for the southern city of Chennai, instead of National Capital Region (NCR) in north India
that had the maximum consumer base for the cars. The NCR area was also attractive from the
viewpoint of vendor availability due to the long existence of Maruti-Suzuki in the region.
Incidentally, another Korean auto firm Daewoo Motor had entered into India through
the JV route just a year before. And HMC had experienced failures in a couple of its early
internationalization efforts, one through a wholly owned Greenfield plant in Canada and another
a JV plant in Turkey. Therefore, HMC neither depended fully on its past experiences nor it followed
the path of others while selecting its entry mode in India. It decided to go solo and then went
ahead with its own strategy in production, brand building, and marketing. Over the years, HMIL,
HMC’s India subsidiary, has grown immensely in all business dimensions and emerged as a leading
car manufacturer in a hyper-competitive Indian market. However, HMIL had to face several
challenges in this journey. The case analyzes the major factors that led to HMIL’s stupendous
growth in the Indian market. It also sheds light on the company’s strategies during the last two
decades that helped it to grow and succeed so spectacularly. It leads to some important strategic
lessons for the management practitioners and MBA students.
About Hyundai Motor India Ltd
Hyundai Motor Company was founded in Republic Korea by Chung Ju-Yung in the year 1967.
The company and its subsidiaries specialize in manufacturing and distribution of motor vehicles
and parts, besides having interests in financing and credit card processing business. It along with
Kia Motors (another brand owned by the same group) formed the third largest motor vehicle
manufacturer in the world (2015) after Toyota and Volkswagen.1
HMC has ten state-of-the-art
manufacturing plants across eight counties—three plants (Ulsan, Asan, and Jeonju) in South
Korea and one each in Brazil, China, Czech Republic, India, Russia, Turkey, and USA. Besides,
it has specialized design centers at Namyang (South Korea), Irvine (USA), Frankfurt (Germany),
Yokohama (Japan), Beijing (China) and Hyderabad (India). In 2016, the company realized a sales
revenue of 91,958.7 billion Korean Won (KRW) with total assets worth 165,367.9 billion KRW
and 112,072 employees.2
HMIL is the third transplant of Hyundai after Canada and Turkey. It was
incorporated on May 6, 1996 as a wholly owned subsidiary of HMC. In order to satisfy the diverse
needs across car segments, HMIL in its Chennai plant manufactures a variety of models, including
Eon, Grand i10, Elite i20, Active i20, Xcent, Verna, Creta, Elantra, Tucson, and Santa Fe. HMIL
has a widespread marketing network in India that covers 475 dealers and more than 1,226 service
points.3
Besides securing number two position in India with a respectable market share (22% in
2014), HMIL has been exporting cars to around 87 countries across Africa, the Middle East, Latin
America, Australia, and the Asia Pacific. With a sales volume of 6.62 lakh units in 2016, HMIL is
one of the most successful ventures of the Hyundai group (Table 1).

Table 1: Sales (’000 units) by HMC Plants: 2015 and 2016
Plant/Country 2015 2016 Change (%)
South Korea 1,867 1,667 −10.7%
China 1,063 1,142 +7.5%
India 643 662 +2.9%
USA 380 387 +1.6%
Czech Republic 342 358 +4.7%
Turkey 227 230 +1.5%
Russia 230 207 −9.6%
Brazil 174 161 −7.4%
China (CV) 32 39 +20.7%
Total 4,963 4,898 −2.1%
Source: Retrieved on 12th
June 2017 from www.hyundai.com
Automobile Industry in India
The automobile industry in India has a long history dating back to its pre-independence era. But
the majority of this period was no glorious, as the industry was besieged with several constraints
like the smaller size, technological obsolescence, and high governmental regulation in matters
of production and trade. Until 1991, the Indian automobile sector growth was hampered by
the protectionist policies of the government and this prevailed across the industry segments. In
those days people had to wait for 2-3 years even to get a scooter of preferred model and brand.
The entry of Maruti-Suzuki in the early 1980s made some difference in the passenger car market
but the industry was still very small, highly protected, and technologically inferior by a global
standard. The Indian automobile market had very few players then like Hindustan Motors,
Premier Automobiles, Telco (now Tata Motors) and Mahindra & Mahindra, besides the new
entrant Maruti Suzuki. In 1991, the Indian government decided to do away with the majority
of the restrictions and opened India’s doors to international trade and investments. By 1993, the
automobile industry was fully liberalized and became free of licenses, which resulted in the influx
of investments by many global automakers to tap the growth potential in India. This changed the
face of the industry and consequently, the Indian automobile sector emerged bigger, better, and
more successful.
According to a report of the India Brand Equity Foundation (IBEF) dated March 31, 2017,
India is the world’s sixth largest vehicle manufacturer, and Asia’s second largest two-wheeler
manufacturer and fifth largest producer of commercial vehicles, fourth largest manufacturer of
passenger car, and the largest manufacturer of tractors.4
India is also doing remarkably well in the
auto-components segment. The Society of Indian Automobile Manufacturers (SIAM) statistics
reveal that in 2016-2017, India produced more than 25.31 million of vehicles. The passenger
vehicle production during the same year stood at about 3.8 million, of which 20% (7.5 lakh units)
was exported to various destinations (Table 2). The global OEMs like Suzuki, Hyundai, Honda,
Ford, Volkswagen, etc., have contributed handsomely to industry’s growth by commanding about
three-fourths of total domestic production and exports from India.

SpiceJet: Its Reincarnation
Arunaditya Sahay*
Abstract
The worst sort of business is one that grows rapidly, requires significant capital to engender the growth, and then earns
little or no money. Think airlines. Here a durable competitive advantage has proven elusive ever since the days of the
Wright Brothers. Indeed, if a farsighted capitalist had been present at Kitty Hawk, he would have done his successors a
huge favor by shooting Orville down.
– Warren Buffett (2007)
Ajay Singh, the Chairman and Managing Director, had surprised the shareholders by showing a profit of INR 4 billion in
the Annual Report1
of financial year 2016.1
He had stated therein, “I strongly believe that these accomplishments validate
our passionate and consistent focus on delivering an exceptional customer experience.” Singh, in an interview with ET
Now, (3 months earlier) had said the following:2
We want to be most profitable airlines in the country. We want to be [the] best airline in terms of on time
performance and we want to have least cancellation. This is critical for us. We want to continuously delight
our customer.
Stakeholders, who had experienced the disruption in the operations of SpiceJet, were amazed at the statement of Singh;
they were eagerly waiting for the 2017 Annual General Meeting (AGM). It was difficult to reconcile with this statement
and that of the Civil Aviation Minister, Raju, who had told the reporters,3
“The government is here to be helpful and
the government can be helpful but the SpiceJet’s problem is its finances which it will have to sort out.”3
True, Singh had
infused4
INR 5 billion in February 2015; it was only one-third of the promised INR 15 billion.4
The company, whose net
worth was negative to the extent of INR 6.31 billion, was saddled with a debt of INR 10.28 billion. The civil aviation
industry, which had become highly competitive, wondered how Singh will make SpiceJet most profitable, best on time
performer, and continuously delight customer.
Global Aviation Industry
In the global arena, market share5
of the US at 14.9% is the highest; China at 8.7% occupies the
second position while India is at a distant ninth place with market share of 1.3%.5
The growth of
Indian aviation industry at the compound annual growth rate (CAGR) of around 20% is much
higher compared to the global growth rate of approximately 5% per year6
for over the past 30
years.6
Within the aviation industry, low cost carrier (LCC), to which SpiceJet belongs, accounts for
25% of the worldwide market.7
Of late, according to the International Air Transport Association
* Professor, Strategic Management, Birla Institute of Management Studies, Greater Noida, UP, India
E-mail: arun.sahay@bimtech.ac.in

(IATA), rapid expansion in aviation is due to considerable growth in emerging markets8
while
some growth is taking place in developed markets as well.8
The projected revenue9
of US$ 746
billion in 2014 was double of that of 2004 (US$ 369 billion).9
Though the margins were different
for different airlines, the industry operated on a margin10
of less than 3%.10
The airlines have two parts in the business–the hard product and the soft product. Selection
of aircraft (hard product) by the airlines hardly brings any differentiation. It is the softer part of
welcoming the customers and providing seamless experience at all touch points, travel deals, prices
and customer service11
that differentiate them.11
Airlines, from time to time, offer cheaper rates to
promote sales and provide loyalty programs to retain customers. But the customers, worldwide,
have hardly any brand loyalty. Warren Buffett12
had once said about the industry, “However, we
have no ability to forecast the economics of the airline industry. Investors have poured their money
into airlines for 100 years with terrible results. It’s been a death trap for investors.”12
Of late, he
seems to have changed his opinion which is obvious from his recent investments13
in airlines.13
Observing this, Business Insider14
on February 15, 2017 commented as follows:
However, even with these headwinds, American, Delta, United, and Southwest remain
the world’s four largest and most profitable airlines. This is why Buffett has good reason
to be optimistic.14
Indian Aviation Industry
Indian civil aviation15
can be traced back to 1932 when Tata started a freight liner.15
Tata airline
became the first Indian passenger airline in 1933. It became a public company in 1946 and was
renamed Air India. In 1953, the Indian government nationalized the company. Next two decades
saw a lot of consolidation in Indian skies. The Indian Airlines16
—the domestic national carrier—
emerged as a result of nationalizing eight airline companies, namely, Airways India, Air Services
of India, Bharat Airways, Deccan Airways, Himalayan Aviation, Indian National Airways, Kalinga
Airlines, and the domestic wing of Air India.16
In 2007, these two national airlines merged into one
entity–Air India which has two subsidiaries named Alliance Air and Air India Express.
With the introduction of Open Sky Policy of 1990, monopoly of national airlines ended with
the entry of nine private players (Table 1). Out of these, ModiLuft, Span Air, Damania Airways,
East West, Gujarat Airways, and Skyline NEPC closed down within 5 years of their operations due
to incurring high financial losses.17
Air Sahara entered the first LCC service, offering reduced ticket
price. Though LCC’s (Table 2) accounted for about two-thirds of the domestic aviation market,
Air Sahara could not stand long. In 2007, under financial pressures, the airline got sold off18
to Jet
Airways.18
Thereafter, Captain G R Gopinath launched Air Deccan, the unique selling point (USP)
being low fares which were at par with or lower than travelling in a second class air-conditioned
rail coach. Air Deccan, too, could not survive and was sold off19
to Kingfisher Airlines.19
The year
2005-06 saw the next round of new entrants;20
IndiGo and GoAir.20
Later, Vistara21
and Air Asia22
(India) entered the fiercely competitive aviation market.21,22
These airlines, excluding Vistara,
operated in the LCC format.
As on date, there are seven national air carriers, namely, SpiceJet, Jet Airways, IndiGO, Air
India, Go Air, Vistara, and Air Asia (India). In addition, there are regional carriers named Air Costa,

SpiceJet: Its Reincarnation 231
Table 1: Shaping of Indian Aviation Industry
Year Major Milestones
1953 Nine Airlines existed including Indian Airlines and Air India
1953 Nationalization of all private airlines through Air Corporation Act, 1953
1986 Private players permitted to operate as air taxi operators
1994 Air Corporation Act repealed 1994; Private players can operate schedule services
1995 Jet Sahara, Modiluft, Damania, East West granted scheduled carrier status
1997 Four out of six operators shut down; Jet and Sahara continue
2001 Aviation Turbine Fuel (ATF) prices decontrolled
2003 Air Deccan starts operations as India’s first LCC
2005 Kingfisher, Spicejet, IndiGO, Go Air, Paramount start operations
2007 Industry consolidate; Jet acquired Sahara; Kingfisher acquired Air Deccan
2010 Spicejet starts international operations
2011 IndiGO starts international operations; Kingfisher exits LCC segment
2012 Directs ATF import by airlines allowed.
FDI of 49% allowed for foreign carriers
2013 Reports biggest ever loss of INR 10.03 billion
2014 All flights were grounded on December 17, 2016. Revival Plan submitted
2015 Singh buys Maran’s share in SpiceJet and takes over the management. IndiGo issues IPO
2016 Spice Jet becomes profitable again, registers a profit of INR 4 billion
Source: Complied by the author from YES BANK Ltd. and ASSOCHAM Report, Indian Civil Aviation - At the Cusp of
Taking, August, 2015. Retrieved (June 15, 2017). https://www.yesbank.in/pdf/civil_aviation_at_the_cusp_of_taking_
off.pdf
Table 2: Indian Aviation Market
Airline Promoter Market Share
(Domestic)
Capacity
Share
(Domestic)
Service
Type
Fleet
Size
Aircraft Type Airports
Air India Government of
India
13.9% 14.6% FSC 146 Airbus,
Boeing
66-D
35-Int
Jet
Airways
Naresh Goyal 18.0% 17.1% Dual 105 Airbus,
Boeing, ATR
51-D
22-Int
IndiGo Interglobe Ltd. 39.9% 41.2% LCC 126 Airbus-A 320 36-D
5-Int
SpiceJet Ajay Singh 12.9% 11.7% LCC 49 Boeing 737
and Q400
39-D
6-Int.
Go Air Wadia Group 8.3% 17.8% LCC 24 Airbus-320 23-D
Source: Adapted from SpiceJet’s Corporate Presentation to Investors, March 2017, retrieved (April 9, 2017), http://
corporate.spicejet.com/Content/pdf/CorporatePresentationMAR2017.pdf
Air Pegasus23
and Trujet.23,24
Further, Air Carnival,25
which will cater to South India and Zav
Airways,26
which will focus on east and north-eastern regions of the country, has been approved by
the government.25,26 India is still an underpenetrated27
aviation market and is witnessing varied

Case Botnia in Uruguay: Stakeholder
Influence Strategies
Lara Gonzalez Porras*
, Anna Heikkinen**
and Johanna Kujala***
Abstract
This study focuses on stakeholder influence strategies utilized in an international conflict that erupted when a Finnish
company decided to build a pulp mill in Uruguay. The data consists of 96 newspaper articles from the Argentinean
newspaper El Clarín. A qualitative content analysis is used to analyze the strategies used during the conflict. The findings
contribute to the literature on stakeholder influence strategies by identifying support as a nonmaterial resource and
extending the stakeholder influence strategies framework to intra-stakeholder influences. As a managerial implication,
this study highlights the importance of understanding how stakeholders both influence others and are influenced during
an international project.
Keywords: Strategy, Societal Expectations, Stakeholder Relationships, Influence, Support, Case Study
Introduction
Firms frequently invest in international projects in other countries. These projects involve and
affect various stakeholders, who can influence the firm in many ways (Hendry, 2005; Kolk &
Fortanier, 2013). Understanding and establishing relationships with these stakeholders can help
firms anticipate their possible actions and avoid conflict, as well as leading to acceptance of the
project by the local community (Aaltonen, 2013).
The objective of this study is to identify different stakeholder influence strategies through
the analysis of a case study. In 2005, a Finnish forest industry company Metsä-Botnia (referred to
as Botnia) decided to invest in a pulp mill in Uruguay. The mill was to be located in the city of
Fray Bentos by the Uruguay River. The Uruguay River is the border river between Uruguay and
Argentina. The Argentinean government and the local community quickly voiced concerns about
* Doctoral student, Faculty of Management, University of Tampere, Finland
E-mail: laracalce4@gmail.com
** Professor, Management and Organisations, Faculty of Management, University of Tampere, Finland
E-mail: anna.l.heikkinen@uta.fi.
*** Professor, Management and Organisations, Faculty of Management, University of Tampere, Finland
E-mail: Johanna.Kujala@uta.fi

Case Botnia in Uruguay: Stakeholder Influence Strategies 247
the potential negative environmental impacts of the mill. This developed into an international
heated conflict that involved several different stakeholders.
This study contributes to stakeholder literature by extending Frooman’s (1999) framework,
initially developed for identifying stakeholder-firm influences, to understand stakeholder-
stakeholder influences. Moreover, the study shows the importance of stakeholder support as a
nonmaterial resource that can be used to exert influence within both the stakeholder-firm and
stakeholder-stakeholder relationships.
This paper is organized as follows. First, a literature review of stakeholder influence strategies
is provided. Second, the data and research methods are explained, followed by an overview of the
events of the Botnia case. The findings reveal both stakeholder-firm and stakeholder-stakeholder
influence strategies. The paper concludes with theoretical contributions and managerial
implications of this study.
Understanding Stakeholder Influence Strategies
The concept of a stakeholder was originally defined by Freeman (1984, p. 46) as “any group or
individual who can affect or is affected by the achievement of the organization’s objectives.”
The early stakeholder research focused on defining and classifying stakeholders and dyadic firm-
stakeholder relationships, where organizations manage and engage with different stakeholder
groups to avoid future conflicts that can threaten the firm’s success (Boesso & Kumar, 2009;
Frooman, 1999).
When conceptualizing the interactions that take place among stakeholders, Rowley
(1997) argued that a firm does not only relate to individual stakeholders; rather, it relates to an
interrelated network of stakeholders. A firm, therefore, needs to engage with the whole set of
stakeholders, instead of each group separately (Rowley, 1997). Moreover, these groups also have
multiple interdependent relationships among them (Neville & Menguc, 2006). The research has
also proposed an issue-focused view for understanding stakeholder relationships and networks,
where the focus of analysis is the issue at hand rather than the firm (Roloff, 2008).
There is a distinct stream of literature focused on stakeholder influences and stakeholder
opposition (Eesley & Lenox, 2006; Hendry, 2005). These studies seek to understand why
stakeholders mobilize (Rowley & Moldoveanu, 2003) and which strategies they use to influence
other actors and organizations (Den Hond & De Bakker, 2007; Zietsma & Winn, 2007). Frooman
(1999) developed a framework of different stakeholder strategies that influence a firm and that
can be explained through resource dependence theory and power. Frooman (1999) argues that
resource dependence occurs when an actor supplies resources to another party. Power is then
determined by identifying who is dependent on whom within the relationship and to what extent,
and “where the balance of power lies within that relationship” determines which influence
strategy should be utilized (Frooman, 1999). In addition, Frooman (1999) recognized four different
dependent relationships between a firm and its stakeholders: firm power, stakeholder power, high
interdependence, and low interdependence. Depending on the type of relationship between
a firm and a stakeholder group, a stakeholder will decide to utilize an influence strategy from

the following options: direct withholding, indirect withholding, direct usage, and indirect usage
(Frooman, 1999). Table 1 presents the framework of stakeholder influence strategies.
Table 1: Stakeholder Influence Strategies
Is the Stakeholder Dependent on the Firm?
Is the firm dependent on the stakeholder?
No Yes
No Indirect/withholding
(low interdependence)
Indirect/usage
(firm power)
Yes
Direct/withholding
(stakeholder power)
Direct/usage
(high interdependence)
Source: Frooman (1999).
However, as Frooman (1999) stated, there is a need for more research on these strategies to
increase the framework’s strategic relevance. Additionally, there is a scarcity of studies on intra-
stakeholder relationships and influences (Myllykangas, Kujala & Lehtimäki, 2010). This study
seeks to address this gap by examining stakeholder influence strategies utilized in firm-stakeholder
and intra-stakeholder relationships.
Research Methods
The data for this study consist of 509 newspaper articles from the Argentinean newspaper El
Clarín, collected from 2005 to 2009, about the Botnia case. These data were reduced to a final
sample consisting of 96 key articles describing the case (González Porras, 2016). Table 2 shows the
initial data and the final sample.
Table 2: The Initial Data and the Final Sample
Year
Articles in Original Sample
N
Articles in Final Sample
N
2005 35 11
2006 156 23
2007 170 26
2008 80 18
2009 68 18
Total 509 96
Source: González Porras (2016).
The first step of the data reduction process was to select the key stakeholders of the case
based on previous studies on the case (Heikkinen, Kujala & Lehtimäki, 2013; Kujala, Heikkinen,
& Lehtimäki, 2012; Lehtimäki & Kujala, 2017). The most relevant stakeholders were identified as
Botnia, the Uruguayan government, the citizens of Fray Bentos, the Argentinean government, and
the Argentinean Citizens Environmental Assembly of Gualeguaychú (CEAG). Next, the number
of times that each of these stakeholders was mentioned in the original articles was counted, and
the articles involving most mentions of these stakeholders from each month were included in
the final sample. A more detailed explanation of the data reduction process can be found in the

Section
3
ENTREPRENEURSHIP,
INDUSTRY PERSPECTIVES
AND STRATEGY

Consumers’ Delight Fortified
Entrepreneurship: A Case Study of
Maharaja Masala Udyog
H.M. Jha ‘Bidyarthi’*
, Mayur A. Dande**
, Pawan M. Kuchar**
, Satya Mohan Mishra**
and
Ashish K. Shrivastava***
Abstract
It all started with the grinding of a residual waste of different types of raw spices being sold in 1968 through retail
business. It used to be only about 15-16 kilograms of mixed spices called “garam masala” ground every month solely
to save wastages and for consumption by family, relatives, and neighbors. The taste and flavor were so unique that
repeat demand started pouring in and Maharaja Masala Udyog was established in 1971 after closing the erstwhile
retail business. In about 50 years time since then, its entrepreneur Santosh Satyanarayanji Didwaniya has led Udyog
to a monthly turnover of 25,000 kilograms of Maharaja Mix Garam Masala selling in only three districts, namely,
Akola, Buldhana, and Jalna of Maharashtra capturing 75-80% of the market and claiming an annual growth of 7-8%.
The unbelievably successful entrepreneurial journey of Santoshbhai is embedded in single product sale (and hence no
diversification) through zero level distribution channel with the negligible modernization of processing section and
packaging and storage, and the use of conventional management method. His consumers are so delighted with the taste
and flavor of the Maharaja Mix Garam Masala that his market territory is fortified even amidst the presence of many
multinational companies (MNCs) and some leading local brands. The case comprises rich knowledge and intense thought
provocation relating to entrepreneurship and innovation management based on traditional management practices.
Keywords: Entrepreneurship, Product Positioning, Innovations, Product Life Cycle
Introduction
Khamgaon, a place in Vidarbha region of Maharashtra, has been popular because of cotton and
silver market. Maharaja Masala Udyog has added another feather in its cap. Saint Dhyaneshwar, a
* Professor and Head, Department of Business Administration and Research, Shri Sant Gajanan Maharaj College
of Engineering, Shegaon, Maharashtra, India
E-mail: hmjhabidyrthi@rediffmail.com
** Assistant Professor, Department of Business Administration and Research, Shri Sant Gajanan Maharaj College of
Engineering, Shegaon, Maharashtra, India
E-mail: mayurd8@gmail.com; pmkuchar@gmail.com; satyamohan84@gmail.com
*** Professor and Director, Institute of Management, Pt. Ravishankar Shukla University, Raipur, Chattisgarh, India
E-mail: ashish_1k@rediffmail.com

spiritual Saint of Maharashtra, says, “The seedling planted in the yard was too small but now the
creeper has touched the clouds.” Similarly, Maharaja Masala’s seedling sown some 50 years ago has
now turned into a creeper touching the clouds. The present case captures the journey of Maharaj
Masala Udyog, Khamgaon from the production of mere 15-16 kilograms of homemade Maharaj
Mix Garam Masala sold in about 3-4 months time in 1968 to a whopping 25,000 kilograms sold
monthly in 2017.
Entrepreneurship and Innovation Management
It has been found by several studies that entrepreneurship and innovation are positively related to
each other and interact to help an organization to flourish. Entrepreneurship and innovation are
complementary, and a combination of the two is vital to organizational success and sustainability
in today’s dynamic and changing environment. They are dynamic and holistic processes.
Organizational culture and management style are crucial factors affecting the development of
entrepreneurial and innovation behavior in organizations. Entrepreneurship and innovation
are regarded as ongoing, everyday practice in organizations. Maharaja Masala Udyog, the
organization under study, is a fit case to evidence this contention where with every experience of
the entrepreneur his tendency to think and practice innovatively is found on display.
Methodology of Study
In 2010, a group of four students under the leadership of Ritesh Nigam from management stream
of the Department of Business Administration and Research, Shri Sant Gajanan Maharaj College
of Engineering, Shegaon, Maharashtra took a project to study Maharaja Masala Udyog, Khamgaon
as part of project-based learning embedded in the course curriculum. This was a month project to
be completed by visiting the said organization during off college hour and collecting data through
observation and interaction with the owner and staff of this organization. The objective of this
study was to identify and understand those management techniques, concepts, principles, theories,
etc., taught in the classroom and implemented in Maharaj Masala Udyog and also to identify and
understand other techniques, etc., which are implemented by the organization on its own so as
to give practical orientation to the teaching-learning process. The students had to then make a
presentation in front of the entire class and faculty members for their information and awareness.
The content of this presentation by the said impressed the authors for possible case development.
Attempts were made to contact the proprietor of this organization and to establish a relationship
with him so as to persuade him for his permission to undertake case material development on his
organization. The help of relatives of the proprietor was also sought to convince the proprietor
about the genuineness of cause behind case preparation exercise. Finally, Santosh S. Didwaniya, the
proprietor agreed to the proposal of the authors for case development. Series of interactions and
meetings followed with the proprietor, his son, staff members of the organization, and the persons
engaged in the distribution of its products for extracting information through interviews. A select
groupof customerswasalsorandomlyinterviewedtoknowandunderstandtheirperspectiveabout
theproductof MaharajaMasalaUdyog.Itwashearteningtonotethatthecustomersattachsomuch
respect and faith in Maharaja Masala Udyog that they see its entrepreneur too with similar respect
and trust.

Consumers’ Delight Fortified Entrepreneurship: A Case Study of Maharaja Masala Udyog 273
Journey of Maharaja Masala Udyog
When a person genuinely tries to convert his dream into reality, the life force shows the path.
Thinking of pioneering a Masala (spices) brand at a small rural place like Khamgaon way back
in 1970-1971 was a doubtful initiative, people said. But the ability of a man elevates him. So did
Satyanarayan Didwaniya who was running Santosh Trading Company, a grocery business named
after his son Santosh Satyanarayan Didwaniya, and who thought of selling masala in 1968. Making
use of his leisure time and taking help from his wife Vimla Devi, he used to prepare masala from
wastages of raw masala at his home and placed it for sale at this grocery shop. Vimla Devi was
the woman behind conceiving the idea of spices business by Satyanarayanji and her hard work to
manually grinding and packing of masalas in the early days of the business was very supportive.
Initially, it used to be about 15-20 kilograms of masalas prepared per month by Satyanarayanji.
However, he was already selling through his grocery shop spices brought from Indore. But once
he started selling his own homemade spices, consumers started insisting for the same because of
its typical and specific taste and aroma. This was the moment Satyanarayanji realized that there
was something special and unique in his homemade masalas. He thought that if he succeeded in
getting distinguishing features in his homemade masalas he might create his own brand of this
product. Indore spices were very popular in those days in Khamgaon but Satyanarayanji saw spices
business as an opportunity and started the same in 1971.
In the beginning, there were many obstacles. Khamgaon being a small rural place was devoid
of many inputs needed to run a full-fledged spices business. Even 2.5-3 inches polythene packages
were not available. There was no equipment and machine available for packing and labeling. One
had to go to Nagpur (350 kilometers) away from Khamgaon for packing paper and the art work on
it. Everything was being done by Satyanarayanji manually at home involving his family members
into the works. This is how he started selling spices in four smaller packs of prices: 0.10 paise, 0.25
paise, Re 1.00, and Rs 2.00 per pack, respectively. The grinding of spices was also done in the flour
mills owned by somebody else.
Satyanarayanji was a versatile and visionary man who was also socially and politically active
in the town. He was the President of the Khamgaon Grocery Association which strengthened his
network and contact. He used this network to place his spices products in grocery stores and create
awareness about the same. His polite, gregarious, and amicable nature received a good response
for his spices. It needed 3-4 months to sell about 15-16 kilograms of spices in the beginning.
The first grinding machine was bought in 1980. The first packing machine was bought by
Maharaja Masala Udyog in 1989 for Rs. 80,000 which accelerated spices sale in the market. Today,
the Udyog has six packing machines including one computerized packing machine costing Rs.
500,000. Till 1997, the organization sold 3,500 to 4,000 kilograms of masalas per month and it did
not go for any kind of advertisement of its products in the market; instead preferred to go by the
traditional belief that taste of its spices itself shall sell it. People preferred Maharaja over other
spices because the quality raw material was used for manufacturing Maharaja–the root reason
behind the uniqueness of this product. Maharaja was now regularly available with consistent
quality and hence consumers shifted from other spices to it and thus began the brand loyalty for
Maharaja.

The Boxer Store: Boxing the Underclothes
Challenge
Ruchi Khandelwal* and Ruchi Jain*
Abstract
The purpose of this case is to comprehend the aspirations of a budding entrepreneur and her strategic decision-making
for creating an identity in Indian setup. The case also explores the evolving demands of young customers resulting
innovation in products and establishing the dynamism of ever-evasive online business platform for a startup.
Various industry reports compiled by business consultancies, industry competitors, and whitepapers are referred.
In-depth personal interviews with the protagonist Pallavi Khandelwal were conducted. Academic experience of authors
has been used to establish the hook in the case.
The findings revealed that The Boxer Store successfully established its brand and business online but the scalability
of business always remained a matter of concern. Pallavi consulted with angel investors, prepared business plans, and
sought for the funding sources when the startup tumbled. She was in a dilemma as to the young entrepreneurs need to
contemplate strategically since the inception of the startup for extended success.
The case serves as the perfect setup to elaborate the aspirations and obstacles confronted by a budding entrepreneur.
It serves as a perfect background to discuss the social and financial entrepreneurial infrastructure in India with the role
government is playing. It also thrusts upon the significance of integrating strategic planning and decision-making into
entrepreneurial work culture and practices.
Keywords: Entrepreneurial, Opportunity, Online Business, Innovation, Decision-Making
Introduction
The Indian society has evolved over the ages with some optimistic shifts in the socio-cultural fabric
of the country. The women in the society have undertaken to prove their mettle at the workplace
not just at the corporate scenario but also in the entrepreneurial world. With the determination
and creative talent that an entrepreneur showcases, a plethora of problems can be done away with
even in the most unfavorable circumstances.
Laced with a decorated qualification from abroad, little did Pallavi Khandelwal think about
being entrepreneurial or away from her favorite subject, when she landed. Taking advantage of
the expanding online reach, she took the plunge of becoming the Indian “Victoria Secret” for the
not-so-fairer sex and ventured out with TBS-The Boxer Store.
* Amity School of Business, Amity University, Uttar Pradesh
E-mail: rkhandelwal@amity.edu; rjain@amity.edu

This case is set up in the industry of “under clothes” or the “inner-wear’ as it is called in
business parlance and encapsulates the story of this young entrepreneur, who undertook to face
the challenges of setting up her own venture with a unique product and building everything from
the scratch.
Objectives
• To explore the evolving demands of the today’s youth (as a customer) resulting in innovation
in products and the ever-evasive online business platform presenting equally a sea of
opportunities and hurdles for marketers.
• To understand the aspirations of a young budding entrepreneur, the obstacles faced by her
and to analyze the strategies undertaken to stand up against the odds.
• To develop useful lessons on conceptualization and building a business idea, developing a
brand, marketing mix elements, and strategic decision-making for young entrepreneurs who
dare to create their own identity in the market.
Research Methodology
This case has been developed through a mix of exploratory and descriptive research designs using
both primary and secondary data sources. The primary data collection is done through personal
interviews of Pallavi Khandelwal, conducted by the authors. After making the framework of the
case, the timeline was verified and validated by her. Further, business information is retrieved from
the company records and website as well as media coverage.
For the secondary data, various industry reports compiled by business consultancies, industry
competitors, and whitepapers were accessed digitally. Digital journals were also referred for
getting insights into entrepreneurship. The authors have also used their observations, knowledge,
and experiences with regard to the entrepreneurial, strategic and marketing foundations of
the case. Further, the feedback of fellow academicians was used to fine tune issues raised in
the case.
Entrepreneurial Background
After completing post-graduation from Nottingham University in 2009, Pallavi Khandelwal dreamt
of becoming an investment banker but unluckily, she returned to India due to the slim job market
in Europe caused by the Great Recession.
She was fortunate enough to soon find a job in Fabindia, an Indian chain of stores for
retailing garments, furnishings, and ethnic products handmade by craftspeople across rural India.
Much to her dismay, the job was more of merchandising, a field she hardly had any knowledge
of. Pallavi couldn’t motivate herself enough to continue with the job and quit in less than
2 months.
Pallaviwasenterprising,fresh,andbeamingwithideas.Hailingfromthe“business”community,
she always wanted to do something of her own. To fancy her entrepreneurial potential, she left
her job and toyed with the idea of starting her own venture.

The Boxer Store: Boxing the Underclothes Challenge 293
Online Business: The Apparent Option
According to Ernst & Young (2012), in “Rebirth of E-commerce in India,” Year 1996-2000 was the
first wave of e-commerce which established the requisite mindset for usage of internet in India.
This was followed by the second wave of e-commerce starting 2006 onwards, which made online
retailing shine bright (Figure 1). This wave was a result of changing the lifestyle of customers and
their convenience seeking behavior for the purchase of all kind of goods and services.
Figure 1: Evolution of E-commerce in India
Source: E&Y LLP “Rebirth of e-commerce in India” 2012.
Further, according to the reference quoted in Internet And Mobile Association of India report
“Digital commerce” of March 2011 India’s consumer is facing e-commerce market growth with
an unbelievable CAGR of 49.1% making its size US$ 9.9 billion (Figure 2).
Figure 2: India’s Consumer-Facing E-commerce Market Grew at CAGR of 49.1%
Source: IAMAI Digital commerce March 2011

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