South Asian Journal of Business and Management Cases Volume 8 Number 2 August 2019

Volume8Number2August2019
Volume 8 Number 2
August 2019
SOUTHASIANJOURNALOFBUSINESSANDMANAGEMENTCASES
find this journal online
at http://journals.sagepub.com/home/bmc
ISSN 2277–9779
CONTENTS
Editorial
Strategic Shift to Theory Linked Cases
Ajoy Kumar Dey
Cases
King George’s Medical University: Inculcating a Service Mindset
Payal Mehra
FNI: In Search of Relevance for an Irrelevant Product
Harsh V. Verma and Ekta Duggal
A Tale of Determination and Grit: The Success of Pink Autos
Julie Vardhan and Madhuri Mahato
Golden Age Residential Healthcare: Opportunities in Thailand
Wilaiporn Lao-Hakosol and John Walsh
Green Kitchen Family Restaurant: Managing the New Age Customer
A. Satya Nandini and R. Ganesh Kumar
Could the Adoption of Organizational Ambidexterity Have Changed the History of Nokia?
M. M. Sulphey
Collaboration for Innovation: An Evidence from Tokyo
Sari Wahyuni, Kenji Onodera and Wahyuningsih
An Approach to Develop Shaper Cum Slotter Mechanism: A Reconﬁgurable Machine Tool
Ashutosh Singh, Mohammad Asjad, Piyush Gupta and Jahangir Quamar
EnviGreen Biotech: An Eco-friendly Alternative to Plastic Bags
Preshita Neha Tudu and Rambalak Yadav
Building Brand Through B2B Route—Del Monte in India
Anuj Sharma
SOUTH ASIAN
JOURNAL OF
BUSINESS AND
MANAGEMENT
CASES
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BMC 8-2 (2019)_Cover.pdf 1 5/30/2019 3:46:55 PM
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South Asian Journal of
Volume 8 Number 2 August 2019 Business and Management Cases

Aims and Scope
South Asian Journal of Business and Management Cases (SAJBMC) is a peer-reviewed, triannual journal of
Birla Institute of Management Technology, Greater Noida (India). SAJBMC aims to provide a space
for high-quality original teaching cases, research or analytical cases, evidence-based case studies,
comparative studies on industry sectors, products and practical applications of management concepts.
Publication of pure research and applied research does not fall under the domain of the journal. SAJBMC
is international in scope but a certain preference will be given to papers that focus on socio-economic
context of South Asian region.
The prime objective of SAJBMC is to create awareness amongst academics, researchers, policy-
makers, managers, practitioners, entrepreneurs about real-life business or management situations that
present executives with dilemma in analysis, and decision making in the face of multiple choices in an
environment of varying uncertain outcome. The journal fosters in-depth analysis and learning on vari-
ous aspects of business organizations, institutions, public sector undertakings, civic bodies, NGOs and
NPOs with a focus on the economy of South Asia, and covers all functional disciplines including, but not
limited to, accounting, business ethics, corporate governance, diasporic communities, entrepreneurship,
finance, globalization, human resource management and organizational development, information tech-
nology management, marketing, operations management, supply chain management, societal welfare
management, social issues, sustainability, strategic management and technology management.
The targeted readers of SAJBMC include students, entrepreneurs, practising managers, researchers,
consultants, civil servants, policy-makers and academics involved in research, teaching and development
programmes.

Founding Editor
(Late) G D Sardana Birla Institute of ManagementTechnology, Greater Noida, India
Editor
A K Dey Birla Institute of ManagementTechnology, Greater Noida, India
EDITORIAL BOARD
Anna-Maija Lämsä Professor of Human Resource Management, School of Business and Economics, Jyväskylä
University, Finland
Narumon Saardchom Associate Professor (Finance), NIDA Business School, National Institute of
Development Administration, Bangkok,Thailand
Sununta Siengthai Professor, School of Management,Asian Institute ofTechnology, Klong Luang, Pathumthani,
Thailand
EDITORIAL TEAM
Nimisha Singh Birla Institute of ManagementTechnology, Greater Noida, India
Veenu Sharma Birla Institute of ManagementTechnology, Greater Noida, India
Archana Shrivastava Birla Institute of ManagementTechnology, Greater Noida, India
Ruchi Misra Birla Institute of ManagementTechnology, Greater Noida, India
ADVISORY EDITORIAL BOARD: PATRON
Harivansh Chaturvedi Director, Birla Institute of ManagementTechnology, Greater Noida, India
ADVISORY EDITORIAL MEMBERS
Sushil. Indian Institute ofTechnology, Delhi, India
Jashim Uddin Ahmed School of Business and Economics, North South University, Dhaka, Bangladesh
Noor Azizi Ismail OthmanYeop Abdullah Graduate School of Business, Universiti Utara Malaysia, Kedah,
Malaysia
Tahir Ali Facuty of Management and Administrative Sciences, University of Karachi, Karachi, Pakistan
Meena Bhatia Birla Institute of ManagementTechnology, Greater Noida, India
VenkatYanamandram University ofWollongong,Australia
Alexander Brem School of Business and Economics, Friedrich-Alexander University of Erlangen-Nuremberg,
Nuremberg, Germany
SarathW S B Dasanayaka Faculty of Engineering, University of Moratuwa, Moratuwa, Sri Lanka
Roland E Livingston School of Business and Management, DanielWebster College, Nashua, USA
Dhruba Gautam Tribhuvan University, Kathmandu, Nepal
Angappa Gunasekaran University of Massachusetts, Darthmouth, USA
Abbas J Ali Eberly College of Business and InformationTechnology, Indiana University of Pennsylvania,
Indiana, USA
Omar Abdull Kareem Sultan Idris Education University,Tanjung Malim, Malaysia
P A P Samantha Kumara Faculty of Management and Finance, University of Ruhuna, Sri Lanka
Business and Management Cases

Hanna Lehtimaki University of Eastern Finland, Finland
Iijima Masaki Aichi Gakuin University, Nagoya, Japan
Theodore OWallin Graduate School of Business, Sejong University, Seoul, Korea
Leo Paul Dana University of Canterbury, New Zealand
Yvon Pesqueux CNAM (Conservatoire National des Arts et Metiers), Paris, France
Arunaditya Sahay Birla Institute of ManagementTechnology, Greater Noida, India
Deepak Khazanchi Associate Dean forAcademic Affairs, University of Nebraska, Omaha, USA
Utpal Chatopadhyay Associate Professor, NITIE, Mumbai, India
Anuj Sharma Birla Institute of ManagementTechnology, Greater Noida, India
Gary Stockport University ofWestern Australia,Perth,Australia
Mustaghis-ur-Rehman Management Science Department, Bahria University, Karachi, Pakistan
AnupamVarma Birla Institute of ManagementTechnology, Greater Noida, India
EricViardot EADA, C/Aragó, Barcelona, Spain
JohnWalsh Professor & Director of Research of Shinawatra University,Thailand

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Submission Guidelines for South Asian Journal of Business and Management Cases
Manuscript Submission
• The Journal invites stimulating original, unpublished research/teaching cases, case studies, based on
primary and/or secondary data, empirical data, or significant experience of learning on various facets of
management. Pure research and applied research do not fall under the domain of SAJBMC. Disguised
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References:
Book: Patnaik, Utsa (2007). The republic of hunger. New Delhi: Three Essays Collective.
Book chapter: Chachra, S. (2011). The national question in India. In S. Moyo and P. Yeros (Eds), Reclaiming
the nation (pp. 67–78). London and New York: Pluto Press.
Journal article: Foster, J.B. (2010). The financialization of accumulation. Monthly Review, 62(5), 1−17.
doi: 10.1037/0278-6133.24.2.225 [Doi number optional]
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Editorial
Strategic Shift toTheory
Linked Cases
The case method is a powerful student-centred teaching strategy that helps students to improve problem
identification, decision making, critical thinking, communication and interpersonal skills. Discussing
cases dealing with complex, ambiguous, real-world problems engages students in the class, inspiring
them to ‘see it from an action perspective, rather than analyse it from a distance’ (Angelo & Boehrer,
2002). Multidisciplinary case studies, by their nature ‘allow the application of theoretical concepts …
bridging the gap between theory and practice’ (Davis & Wilcock, 2003). The case method is recom-
mended as one way to link theory to practice whereby students can apply and integrate knowledge,
skills, theories and experience.
With a strong belief that a case will not find favour with management faculty if it is not linked to
theory, SAJBMC is shifting its stance and moving away from cases which are just narration of events or
description of a situation denuded of specific learning outcomes. Starting with the August 2019 issue of
SAJBMC, readers will find most of the cases are designed to teach some theoretical concepts, framework
or model.
In the opening case titled King George’s Medical University: Inculcating a Service Mindset, the
process of creating a service mindset among doctors, nurses and paramedics with the help of
communication interventions has been demonstrated by Payal Mehra. The key issues highlighted in this
case are: How to make the doctors more responsive to the needs of the patient? What additional measures
should be initiated to inculcate values of medical ethics and empathy within the doctors?
From the second case on Forum for New Initiative (FNI), written by Harsh V. Verma and Ekta Duggal,
students can learn the concept of repositioning an irrelevant service like the traditional form of
performative arts (dance, magic, rope and bamboo gymnastics etc.) and crafts (pottery, wood carving,
carpet weaving and stonework) to create new opportunities. The case explores the options of building a
sustainable model without the support of a charity or doles. It maps the learning outcomes of the
marketing management course pretty well.
The third case about Pink Auto authored by Julie Vardhan and Madhuri Mahato deals with the
personality trait of grit which Duckworth has defined as demonstration of passion and perseverance
towards a long-term goal. The case is an attempt to exemplify as to how changes in society can be
brought about by individuals if they have the will and determination to succeed in their endeavour.
A good case for organizational behaviour course.
The next case in the series, written with the learning outcomes of a strategy course in mind, titled
‘Golden Age Residential Healthcare: Opportunities in Thailand’ suggests a business model to tap the
opportunity in Thailand.
The case on Green Kitchen Family Restaurant is an ideal fit to the Service Recovery section of a
service operations management course. A tech-savvy customer gets irritated by the delayed service at the
8(2) 111–112, 2019
© 2019 Birla Institute of Management Technology
Reprints and permissions:
in.sagepub.com/journals-permissions-india
DOI: 10.1177/2277977919833773
journals.sagepub.com/home/bmc

King George’s Medical
University: Inculcating
a Service Mindset
Payal Mehra1
Abstract
The case narrates the dilemma faced by Dr Ravi Kant, the Vice Chancellor (VC) of King George’s
Medical University, and the steps he took to resolve the same. The widely reputed public hospital had,
under the leadership of Dr Ravi Kant, successfully introduced a series of communication interventions
in the hospital in 2015. The aim of these interventions was to sensitize the doctors on the importance
of empathy, patient-centred care, and its outcomes in line with the recent directives of the Medical
Council of India. However, no tangible benefits of these interventions were visible, just yet. Doctor–
patient clashes were far more frequent. Many times, the university almost came to a standstill because
of flash strikes by the junior doctors and even doctors in residence. The VC was often confronted with
disgruntled patients, irritated patient attendants, an angry media and missives from the state govern-
ment. The key issues highlighted in this case are: How to make the doctors more responsive to the
needs of the patient? What additional measures should be initiated to inculcate values of medical ethics
and empathy within the doctors? What more could be added to the medical curriculum to bring about
a greater change in perspective? Finally, how to develop a service mindset?
Keywords
ATCOM module, competency, IMG, patient feedback, public hospital, student feedback
Introduction
The case describes the dilemma of Dr (Professor) Ravi Kant, Vice Chancellor (VC) of the widely reputed
King George’s Medical University (KGMU1
), Lucknow, Uttar Pradesh, India. Ranked fifth among the
Case
8(2) 113–129, 2019
DOI: 10.1177/2277977919833767
Disclaimer: This case is written 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. The views and opinions expressed in this case are those of the authors and do not necessarily reflect the official
policy or position of South Asian Journal of Business & Management Cases.
1
Indian Institute of Management Lucknow, Lucknow, Uttar Pradesh, India.
Corresponding author:
Payal Mehra, Indian Institute of Management Lucknow, Prabandh Nagar, Sitapur Road, Lucknow 226013, Uttar Pradesh, India.
E-mail: payal@iiml.ac.in

FNI: In Search of Relevance
for an Irrelevant Product
Harsh V. Verma1
Ekta Duggal2
Abstract
India being an old civilization had been home to several forms of arts and crafts. Cultural and ethnic
diversity contributed immensely to their evolution and prosperity. These arts flourished under the
patronage of ruling class and wealthy people. With the onset of urbanization and diffusion of new
means of entertainment, the communities of artists performing magic, dance, mime, puppetry, circus
and theatre have been economically marginalized. Similar is the fate of craftsmen who are engaged
in pottery, wood carving, carpet weaving and stonework. Saanya as the head of the Forum for
New Initiative (FNI), a social think tank, was uncomfortable with the plight of these communities.
Performative arts are not in a position to compete with new methods of engagement and entertain-
ment in urban areas. The market for the entertainment has not declined but these performative arts
ceased to have market. The case explores the options to revive the traditional form of performative
arts which are on the verge of extinction.
Keywords
Dance, magic, performing arts, performative arts, skill
On a bright Saturday afternoon, tables were set meticulously at the Tea Lounge of one of the best clubs
in Delhi. Saanya, an accomplished classical Kathak dancer, dressed traditionally and brimming with
excitement appeared on the scene. Saanya headed Forum for New Initiatives (FNI) along with Safina.
FNI was a non-profit organization that comprised prominent public figures including civil servants,
Case
8(2) 130–136, 2019
DOI: 10.1177/2277977919833761
1
Faculty of Management Studies, University of Delhi, Delhi, India.
2
Motilal Nehru College, University of Delhi South Campus, New Delhi, India.
Harsh V. Verma, Faculty of Management Studies, University of Delhi, Delhi 110007, India.
E-mail: harsvradhanerma@fms.edu

A Tale of Determination
and Grit: The Success of
Pink Autos
Julie Vardhan1
Madhuri Mahato1
Abstract
On the streets of Ranchi, women driving pink autos with women passengers can be seen zipping across,
showcasing a sense of freedom and contentment for both the drivers and the passengers. These female
drivers are part of a new breed of women with immense zeal and determination who have been able
to overcome the challenges posed by family and society. To be able to defeat such hurdles requires
courage for not giving up, it requires grit. Grit is a personality trait within individuals who demonstrate
passion and perseverance towards a long-term goal. Grit, therefore, fuels strength with self-regulation
and involves directed effort, persistence and often delayed gratification. The case is an attempt to
exemplify as to how changes in society can be brought about by individuals if they have the will and
determination to succeed in their endeavour. The case is based on primary data, sourced through
semi-structured interviews with the self-employed women taking up the occupation of auto-driving.
Keywords
Determination, female auto-drivers, grit, Ranchi, self-employment, women, success
Introduction
On 10 December 2011, Mr Sanjay Sahu, proprietor Rajmoni Properties, was really perturbed. He just
heard a horrible incident of rape of a helpless woman by the auto-driver at a lonely place during the
previous night. The street was dark and wore a deserted look; there were no passers-by, no police nearby
Case
8(2) 137–145, 2019
DOI: 10.1177/2277977919833763
1
Amity University Jharkhand, Ranchi, India.
Julie Vardhan, Amity University Jharkhand, Ranchi, Jharkhand, India.
E-mail: jvardhan@rnc.amity.edu

Golden Age Residential
Healthcare: Opportunities
in Thailand
Wilaiporn Lao-Hakosol1
John Walsh2
Abstract
As societies around the world experience ageing, the issue of providing required levels of health and
social care for elderly people is becoming more urgent. Since governments are unlikely to be able to
provide the level of care required without significant increases in taxation levels, there arises a need
for private sector responses. This case study considers the provision of long-term residential care for
people in Thailand and the business opportunities this provides. It concerns in particular the Golden
Age Residential Healthcare facility, which is located in a country which has prioritized the wellness
industry as a sector of potential high growth in the economy. Relatively low labour costs combined with
good medical education and investment in medical facilities mean Thailand is a potentially important
location for elderly healthcare. However, there are some practical and commercial issues to overcome
before success can be realized and this case study focuses on these issues.
Keywords
Elderly care, healthcare, residential care, Thailand
Introduction
According to the United Nations,
Population ageing is poised to become one of the most significant social transformations of the twenty-first
century, with implications for nearly all sectors of society, including labour and financial markets, the demand
for goods and services, such as housing, transportation and social protection, as well as family structures and
intergenerational ties. (United Nations [UN], n.d.)
Case
8(2) 146–154, 2019
DOI: 10.1177/2277977919833749
1
Independent Scholar, India.
2
Department of International Business, RMIT Vietnam, Hanoi, Vietnam.
Wilaiporn Lao-Hakosol, Independent Scholar, India.
E-mail: wilaiporn.tim1212@gmail.com

Green Kitchen Family
Restaurant: Managing
the New Age Customer
A. Satya Nandini1
R. Ganesh Kumar1
Abstract
This case study presents a stormy incident at Green Kitchen Family Restaurant (GKFR) about a service
delay. A group of customers came to the restaurant after a tiresome journey and the hunger was visible
on their faces. After taking the order, the steward usually briefs the customer about the delivery time.
As the steward who handled that table was a newcomer and he missed informing them the delivery
time. The peak hour rush on that day was just that they had to wait for a little extra than usual. This
aggravated the anger of the customer which resulted in a poor feedback and a complaint posted on
Google+ about the service delay at GKFR. Now the task before the founder is, how to deal with such
complaints from a tech-savvy customer and the need to understand the nature and implications of
the social media network posts to devise optimal service recovery mechanisms for better customer
relationship management.
Keywords
Customer feedback, customer relationship management, service recovery, social media, tech-savvy
customers
Introduction
The incident that happened during May 2017 at Green Kitchen Family Restaurant (GKFR1
) was about a
service delay, which aroused the anger of a customer. The time coincided with the peak time of
Case
8(2) 155–166, 2019
DOI: 10.1177/2277977919833768
1
Department of Management Studies & Research Centre, BMS College of Engineering, Bengaluru, Karnataka, India.
A. Satya Nandini, Department of Management Studies & Research Centre, BMS College of Engineering, Bull Temple Rd,
Basavanagudi, Bengaluru, Karnataka 560019, India.
E-mail: satyanandini.mba@bmsce.ac.in

Could the Adoption of
Organizational Ambidexterity
Have Changed the History
of Nokia?
M. M. Sulphey1
Abstract
Nokia, more than a century-old company, rose to stardom as the market leader for mobile phones in
the 1990s and continued to be so until the early 2000s. Thereafter, the decline of Nokia started. The
firm had to sell many of its assets and its mobile phone division to Microsoft. It later became a trun-
cated company and ultimately faded into oblivion. Management and academic experts have analysed
the reason for the failure of Nokia from various dimensions. The present work analyses Nokia’s failure
from the viewpoint of organizational ambidexterity (OA). OA is defined as the ‘ability to simultane-
ously explore and exploit, enabling a firm to succeed at adaption over time rather than pursuing limited
activities’. This can be considered as the first attempt to analyse the failure of Nokia through the lens
of ambidexterity. It is concluded with compelling evidence that the story of Nokia would have been
different had it followed exploitation and exploration simultaneously.
Keywords
Ambidexterity, exploitation, exploration, Nokia, strategy
Introduction
Nokia, which was synonymous with mobile phones a decade back, has lapsed into oblivion. It definitely
is not hyperbolic to state that the company was once a brand in itself. It even had to sell off its iconic
headquarter building in an attempt to bail itself out of its precarious situation. What was the reason for
Case
8(2) 167–181, 2019
DOI: 10.1177/2277977919833752
1
College of Business Administration, Prince Sattam Bin Abdulaziz University, Al-Kharj, Saudi Arabia.
M. M. Sulphey, College of Business Administration, Prince Sattam Bin Abdulaziz University, Al-Kharj 11942, Saudi Arabia.
E-mail: mmzulfi@hotmail.com

Collaboration for Innovation:
An Evidence from Tokyo
Sari Wahyuni1,2
Kenji Onodera3
Wahyuningsih4
Abstract
In many literature on innovation, it has been proven that the success of innovation is highly influenced
by interorganizational collaboration. The purpose of this case is to provide a complete case study
on how academic-business-community-government (ABCG) plus bank partnership can be nurtured
to create innovation. To develop successful innovation that could provide hallo economy impact, a
systematic strategy development is needed with the support of strong partnership between ABCG and
banks. This study uses qualitative approach (direct observation) by taking a case study of Technology
Advanced Metropolitan Area (TAMA) in Japan who has successfully developed Greater Tokyo Initiative
(GTI). Result of this study shows that to develop a successful cluster, there is a need of systematic
cluster strategy with the help of ABCG and bank partnership. This strategy should include cultivation of
key persons for local industrial vitalization, analysis for new industries, any kind of supports for planning
industrial vitalization plan, supports for collaboration with other areas and also overseas marketing. TAMA
is a comprehensive example of ABCG collaboration that not only develop regional network so that some
projects can run smoothly but also create collaboration with other cluster in Japan and in the world to
contribute to global innovations to strengthen their network.
Case
8(2) 182–194, 2019
DOI: 10.1177/2277977919833772
management. The views and opinions expressed in this case are those of the author(s) and do not necessarily reflect the official
1
Faculty of Economics, University of Indonesia, Jawa Barat, Indonesioa.
2
Indonesian Strategic Management Society, Jakarta, Indonesia.
3
Marketing and International Business Department, the Greater Tokyo Initiative (TAMA association), Tokyo, Japan.
4
Management Department, Faculty of Economics, University of Tadulako, Tondo, Palu, Indonesia.
Sari Wahyuni, Faculty of Economics, University of Indonesia, Jawa Barat 16424, Indonesioa; Indonesian Strategic Management
Society, Jakarta, Indonesia.
E-mail: sari.whyn@gmail.com

An Approach to Develop
Shaper Cum Slotter Mechanism:
A Reconfigurable Machine Tool
Ashutosh Singh1
Mohammad Asjad1
Piyush Gupta2
Jahangir Quamar1
Abstract
The traditional structure of machines (such as lathe, milling, shaper, slotter, drilling and planer) has
become questionable because of the modular concepts (such as modularity, scalability, convertibility,
mobility and flexibility) and reconfiguration becomes a promising approach towards modular manufactur-
ing machines, in which manufacturing techniques are independent of changes. In this area, reconfigurable
machine tool (RMT) forms a new class of modular machines in current manufacturing scenario where
the manufacturing industry put a strong pressure on good quality and price reduction. The capabilities of
the machines tool and manufacturing systems in reconfigurable manufacturing system (RMS) change with
each reconfiguration (both software and hardware modules). In this case, an approach is presented for
reconfiguration of horizontal shaper machine for developing the modular shaper cum slotter machine in a
manufacturing system by adding some auxiliary (like Scott Russel mechanism) and some basic modules and
the reconfiguration features of traditional shaper and slotter machine are also discussed. The proposed
approach is illustrated with a figure, which has been designed on 3-D design tool (solid-works software
platform). It is expected that, this work will help designers and practising engineers by making them aware
of the reconfiguration mechanisms on traditional shaper machine, which have become a necessity for the
very survival of manufacturing by lowering the operational costs.
Case
8(2) 195–206, 2019
DOI: 10.1177/2277977919833765
1
Department of Mechanical Engineering, Faculty of Engineering and Technology, Jamia Millia Islamia, Jamia Nagar, New Delhi,
India.
2
Inter University Accelerator Centre, New Delhi, India.
Mohammad Asjad, Department of Mechanical Engineering, Faculty of Engineering and Technology, Jamia Millia Islamia, Jamia
Nagar, New Delhi 110025, India.
E-mail: masjad@jmi.ac.in

Building Brand Through
B2B Route—Del Monte
in India
Anuj Sharma1
Abstract
Del Monte, a global food and beverage company, entered into Indian market in 2008. Del Monte
established Joint Venture with Field Fresh which at that time dealt in exports of agricultural fresh
produce. Yogesh Bellani, CEO of Field Fresh had the responsibility of establishing the Del Monte brand
in India. Yogesh faced lots of challenges as there was very little brand awareness of the company and also
there were many established players in the market. Del Monte first launched canned pineapples to be
followed by canned fruit juices. Yogesh started building Del Monte brand on quality and timely delivery.
Yogesh targeted big quick service restaurants (QSRs) like Dominos, Sub Way, MacDonald, Pizza Hut
and Burger King for supplying its products. This was a unique way of establishing the brand through B2B
route. After having established the brand through B2B route, Yogesh targeted B2C market. Del Monte
launched several new products like tomato ketchup, entire Italian category, and eggless mayonnaise
through modern trade route. In initial years, Yogesh established the brand and created revenue for the
company. Subsequently he focussed on improving the profitability. His current challenge was to manage
both which are conflicting in nature. He was also thinking of brand repositioning for future growth.
Keywords
Brand image, customer based brand equity (CBBE), FMCG market, brand repositioning, differentiation,
quality
September 25, 2008, was a very important day for Yogesh Bellani, CEO, FieldFresh, India. He addressed
the press conference to announce the Joint Venture of FieldFresh and Del Monte Pacific Ltd. One of the
journalists asked Yogesh
Who is going to buy your products? Del Monte might be a legendary pedigree brand in the US and Europe
but awareness about the brand in India is negligible. Will you be able to fight against already existing well-
established players in the Indian market?
Case
8(2) 215–227, 2019
DOI: 10.1177/2277977919842477
management. The views and opinions expressed in this case are those of the author(s) and do not necessarily reflect the official
1
Birla Institute of Management Technology, Greater Noida, UP, India.
Anuj Sharma, Birla Institute of Management Technology, Plot No 5, Knowledge Park II, Greater Noida, Noida, India.
E-mail: anuj.sharma@bimtech.ac.in

Volume8Number2August2019
Volume 8 Number 2
August 2019
SOUTHASIANJOURNALOFBUSINESSANDMANAGEMENTCASES
find this journal online
at http://journals.sagepub.com/home/bmc
ISSN 2277–9779
CONTENTS
Editorial
Strategic Shift to Theory Linked Cases
Ajoy Kumar Dey
Cases
King George’s Medical University: Inculcating a Service Mindset
Payal Mehra
FNI: In Search of Relevance for an Irrelevant Product
Harsh V. Verma and Ekta Duggal
A Tale of Determination and Grit: The Success of Pink Autos
Julie Vardhan and Madhuri Mahato
Golden Age Residential Healthcare: Opportunities in Thailand
Wilaiporn Lao-Hakosol and John Walsh
Green Kitchen Family Restaurant: Managing the New Age Customer
A. Satya Nandini and R. Ganesh Kumar
Could the Adoption of Organizational Ambidexterity Have Changed the History of Nokia?
M. M. Sulphey
Collaboration for Innovation: An Evidence from Tokyo
Sari Wahyuni, Kenji Onodera and Wahyuningsih
An Approach to Develop Shaper Cum Slotter Mechanism: A Reconﬁgurable Machine Tool
Ashutosh Singh, Mohammad Asjad, Piyush Gupta and Jahangir Quamar
EnviGreen Biotech: An Eco-friendly Alternative to Plastic Bags
Preshita Neha Tudu and Rambalak Yadav
Building Brand Through B2B Route—Del Monte in India
Anuj Sharma
SOUTH ASIAN
JOURNAL OF
BUSINESS AND
MANAGEMENT
CASES
C
M
Y
CM
MY
CY
CMY
K
BMC 8-2 (2019)_Cover.pdf 1 5/30/2019 3:46:55 PM

South Asian Journal of Business and Management Cases Volume 8 Number 2 August 2019

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South Asian Journal of Business and Management Cases Volume 8 Number 2 August 2019