Abstract employee surveillance and investigation at ikea, france

•

0 likes•218 views

EMPLOYEE SURVEILLANCE AND
INVESTIGATION AT IKEA, FRANCE
This case flyer and the accompanying article1
enables a discussion on the controversial and
debatable practice of employee surveillance and monitoring. What is employee monitoring and
why are employers engaging in employee investigation and surveillance? Is employee monitoring
an acceptable workplace practice? What are the acceptable forms of employee monitoring?This
case flyer provides ample scope to debate on such intriguing questions. With the growing
dependence on Internet in the modern day information age, employees end up creating an
electronic trail through what they consider as mere innocuous online interactions, giving others
the power to monitor and record not only their professional but also their personal lives. Should
organizations be allowed to monitor employees at workplace and beyond? Do employees have
a right to know that they are being watched? This case flyer stirs up an interesting debate on
whether employee monitoring and spying is a boon or a bane?
Pedagogical Objectives
• To understand the various surveillance and investigation practices at workplaces
• To deliberate on the ethical landmines in Ikea’s worker investigation in France
• To debate on whether employee surveillance and monitoring is a boon or a bane
ABSTRACT
© www.etcases.com
1
Nicola Clark, “Ikea’s Spying of Employees Sparks Outrage in France”, The Economic Times, December 17th
2013

More Related Content

Viewers also liked

A case study on ikea

A case study on ikea

A case study on ikea

Review: Marketing Excellence-IKEA

Review: Marketing Excellence-IKEA

Review: Marketing Excellence-IKEA

Shoham Teberiwal

Market Research Report on - Entry Strategy of IKEA in India based on case study "IKEA Furniture" by Harvard Cases. To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com

Ikea Invades India - Market Research report on entry strategy in India

Ikea Invades India - Market Research report on entry strategy in India

Ikea Invades India - Market Research report on entry strategy in India

IKEA PRESENTATION

IKEA PRESENTATION

IKEA PRESENTATION

Ikea (Final Ppt)

Ikea (Final Ppt)

Ikea (Final Ppt)

Rahul S Karangutkar

Ikea Case Study

Ikea Case Study

Ikea Case Study

IKEA Strategic case study & analysis

IKEA Strategic case study & analysis

IKEA Strategic case study & analysis

Viewers also liked (7)

A case study on ikea

A case study on ikea

A case study on ikea

Review: Marketing Excellence-IKEA

Review: Marketing Excellence-IKEA

Review: Marketing Excellence-IKEA

Ikea Invades India - Market Research report on entry strategy in India

Ikea Invades India - Market Research report on entry strategy in India

Ikea Invades India - Market Research report on entry strategy in India

IKEA PRESENTATION

IKEA PRESENTATION

IKEA PRESENTATION

Ikea (Final Ppt)

Ikea (Final Ppt)

Ikea (Final Ppt)

Ikea Case Study

Ikea Case Study

Ikea Case Study

IKEA Strategic case study & analysis

IKEA Strategic case study & analysis

IKEA Strategic case study & analysis

Similar to Abstract employee surveillance and investigation at ikea, france

Introduction

Introduction

Setting the scene for the Enterprise Digital Workplace Summit, 6 June 2018, at the British Academy. We live in a time of exponential change and disruption. What we call the Digital Enterprise Wave may become a Tsunami adding Artificial intelligence and blockchain to the other emerging technologies. A management shift, but change is happening across the workplace with the "gig mindset". What is a digital workplace anyway? Finally a reminder of the 8 Strategic Building Blocks for digital transformation, a plea to focus less on technology and more on people, and 2 key recommendations.

Redefining the digital workplace

Redefining the digital workplace

Redefining the digital workplace

Why_BMI_Required

Why_BMI_Required

Why_BMI_Required

Unit 5: Discussion - Technology Ethics The textbook, \"Technology in Action\", states: \"Because technology moves faster than rules can be formulated to govern it, how technology is used is often left up to the individual and the guidance of his or her personal ethics. Ethical considerations are never clear-cut. Theyâ€˜re complex and reasonable people can have different, yet equally valid views.\" What, in your opinion are some examples of how technology is being used unethically? What are some examples of how technology can support ethical behavior? What ethical behaviors do you think are most often ignored by people when using technology? Course: Intro to Computer (CS140) ***PLEASE CITE ANY AND ALL REFERENCES*** Solution Technology is never developed according to ethics rather it was developed according to the need and the intention for which it is made off. technology is developed by a group of person who belongs to some community or may be from different community Each and every community has a different ehtical value and prosperity so it is quite obvious that technology is being used unethically, becasue as said earlier technology is developed according to the need Ethical behavior has become even more unclear than before thanks to technology. Having a code of conduct. Technology is used unethically as human communication over internet allowing people to bully online. Some technology can be use to hack information etc Technology helps to have a code of conduct, resove conflits between and many more like this Ignored ethical behaviours Acceptable behaviour, accepting the user polocies, privacy of any user of that technology and many more .

Unit 5- Discussion - Technology Ethics The textbook- --Technology in A.docx

Unit 5- Discussion - Technology Ethics The textbook- --Technology in A.docx

Unit 5- Discussion - Technology Ethics The textbook- --Technology in A.docx

Our Digital Futures

Our Digital Futures

Our Digital Futures

88 privacy breaches (sample book) 15 apr

88 privacy breaches (sample book) 15 apr

88 privacy breaches (sample book) 15 apr

Straits Interactive

This stack is a compilation of projects and insights on wearables and their implications. It is based on an Intel sponsored studio taught by Philip van Allen, Ben Hooker, and Wendy March (of Intel) in the Art Center College of Design, Media Design Practices MFA program. The project brief was to discover new approaches to wearable technologies rather than design a specific product. Out of these experimental and speculative projects by the students, Phil and Ben sought to distill insights that can inform future design work in the wearables area. These are in the second part of the stack, starting with a mapping of the ideas. We were particularly interested in the three themes of the course: Transactions, Contextual Adaptability, and the Aesthetics of Behavior. See the project brief: http://www.philvanallen.com/learning/wearables/course-notes/final-project-brief/ Special thanks to Ian Besler for designing the map and presentation

Wearable Ecologies - Insights From Intel Sponsored Course

Wearable Ecologies - Insights From Intel Sponsored Course

Wearable Ecologies - Insights From Intel Sponsored Course

Philip van Allen

Innovation Labs 2018 - Research summary

Innovation Labs 2018 - Research summary

Innovation Labs 2018 - Research summary

Razvan Rughinis

"This session will introduce the work of Eportfolio Ireland, a professional learning network for practitioners and researchers. In this session, we will engage in a structured discussion around issues of identity and ethics in the context of eportfolio practice. Together we will consider the following questions: - Who owns student eportfolio data? - What happens if a student documents activities which are in breach of law? - Is it ethical to ask students to pay for continued eportfolio access after graduation? - What is the relationship between identity formation and eportfolio development? - How do students capture their identity formation journey through eportfolio? - How does eportfolio create self-constructed multiple identities?"

Who am I becoming? Karen Buckley & Dr Orna Farrell

Who am I becoming? Karen Buckley & Dr Orna Farrell

Who am I becoming? Karen Buckley & Dr Orna Farrell

ePortfolios Australia

Read 290: Critical Reading as Critical Thinking Online Week 6 This week you will be taking the quiz covering chapters 1 through 5 from the ARQ text. You will also be taking Exam #1 on Friday. The following checklist should help you to stay organized and focused on your online assignments. Week 6 – Checklist 1. View the Week 6 video announcement or Read the Week 6 announcement to get an overview of this week’s assignments. 2. Take the quiz on Chapters 1 through 5 in the ARQ text. The quiz consists of 25 multiple choice and true/false questions. It should not take more than 1 hour to complete. The quiz is due by Wednesday at 11:59pm. 3. Prepare for Exam #1 by completing the following steps: a) Read the article “It’s a Job for Parents, Not the Government” b) View the Exam 1 – Sample Analysis Presentation 4. Take Exam #1. The exam will be available from 12:00am until 11:55pm on Friday. You will have 2 hours to complete the exam. You will need to complete the following steps: a) Read the Exam 1 Article b) Analyze the article by completing the Exam 1 Worksheet c) Access and complete the Exam. Use your worksheet to answer the questions about the article. Then submit your exam. d) Submit your worksheet using the link provided in the week 6 section of TITANium. You must submit your worksheet to get credit for this exam. Good luck! Week Seven: Managing Knowledge Information Resource Management IT620 February 22, 2014 Running head: MANAGING KNOWLEDGE 1 MANAGING KNOWLEDGE 3 MANAGING KNOWLEDGE 2 Managing Knowledge Chapter 14: Question 3. How do human capital, structural capital, and customer capital differ? ANSWER. Human capital, structural capital and customer capital are three basic fundamentals of any organization. They differ in their roles playing for that organization. Human capital is the efficiency of a human being on the basis of its skills; more the human is skilled and efficient results in more human capital. On the structural capital is the efficiency of the organizations to provide environment in which they can increase the efficiencies of humans working for them such as data, systems, knowledge and designs. The customer capital is the relationship bond with organization products, stronger the bond between the customer and the products results in a stronger customer capital. Chapter 14: Question 8. What approach did the energy company take to encourage knowledge sharing among its 15 business units? ANSWER. The approach that the energy company took to encourage sharing among its 15 business units was establishing peer groups from various units. The idea was to have employees share his or her knowledge without the involvement of leadership to avoid political aspects. Since this was unsuccessful it was decided to provide a human portal for employees where they can ask questions regarding the problems they faced with their customers and employees from other business units provides a solution to them, its kind ...

Read 290 Critical Reading as Critical ThinkingOnlineWeek .docx

Read 290 Critical Reading as Critical ThinkingOnlineWeek .docx

Read 290 Critical Reading as Critical ThinkingOnlineWeek .docx

eFolio and Innovation

eFolio and Innovation

eFolio and Innovation

Maximise ICT Ltd

The Central Medical Library of the University Medical Center Groningen started to lend iPads to clinical and research staff in Februari 2011. We brought this new innovative technology to them to engage them in an experience that most certainly would affect their daily workflow in patient care, research or education. The iPads were pre-loaded with apps on workflow, communication, medical specialities, journals, books and library resources. It brought the library many useful direct user contacts as the iPads were exchanged only with a initial personal "briefing" ánd a de-briefing meeting when the iPads were returned. One of our goals for this project was to learn where the library's focus should be for the next years regarding mobile technology & library services. This talk will explain how pro-active projects like lending out iPads to patrons, can have a huge impact on the user's perception of the library. Throughout the whole organization the library became the first stop to go, for anything related to the use of iPads or other tablets. I will picture what elements for libraries will be important in the next years to keep up to date, to maintain an important player in your organization to conclude with solid predictions for future trends your library simpy can not ignore! Key learning points: 1 - You can change the way people look at the library by engaging in pro-active projects focussed on information workflow 2- Libraries can play an important role in driving technological innovation in your organisation 3 - Lending out iPads to library patrons is the best pr & marketing activity for libraries since the invention of "sliced bread"! Guus van den Breckel, Medical Information Specialist, Coordinator Electronic Services, Central Medical Library, University Medical Center Groningen, The Netherlands http://www.online-information.co.uk/static/track-1-tablets-in-the-workplace

LENDING IPADS TO MEDICAL STAFF: INTEGRATING IN INFORMATION WORKFLOW

LENDING IPADS TO MEDICAL STAFF: INTEGRATING IN INFORMATION WORKFLOW

LENDING IPADS TO MEDICAL STAFF: INTEGRATING IN INFORMATION WORKFLOW

Guus van den Brekel

Show & TEL Ethics & Technology-Enhanced Learning

Show & TEL Ethics & Technology-Enhanced Learning

Show & TEL Ethics & Technology-Enhanced Learning

Facts and Fears: Fact Checking in the Age of Online Misinformation

Facts and Fears: Fact Checking in the Age of Online Misinformation

Facts and Fears: Fact Checking in the Age of Online Misinformation

8B16M040 Teaching Note APPLE AND ITS SUPPLIERS: CORPORATE SOCIAL RESPONSIBILITY Sun Hye Lee, Michael J. Mol, and Kamel Mellahi wrote this teaching note as an aid to instructors in the classroom use of the case Apple and Its Suppliers: Corporate Social Responsibility, No. 9B16M040. This teaching note should not be used in any way that would prejudice the future use of the case. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-03-22 SYNOPSIS In a 2014 documentary, Apple Inc. (Apple), the California-based multinational technology company known for its innovative hardware, software, and online services, was implicated in alleged human rights violations at Pegatron, a large Apple supplier that specialized in the assembly of iPhones. These allegations followed similar well-publicized violations in 2009, at Foxconn, another major Apple supplier. Although Apple had promised to overcome these issues, the situation had clearly proven to be difficult to overturn. The case explores Apple’s options in response to these new violations. Should it have neglected the accusations and pointed to its existing efforts? Could it have done more? Should it perhaps have revised its offshoring and outsourcing strategy? Was the blame attributed to Apple fair? The case offers insights into the complexity of corporate social responsibility issues in cross-border, inter-organizational settings. TEACHING OBJECTIVES The case offers students the opportunity to examine in depth the challenges Apple faces in managing offshore and outsourced operations, especially in terms of how these challenges affect corporate social responsibility (CSR) outcomes. Set against the backdrop of two major CSR failures, Apple is possibly the world’s best example for this purpose because of both the high expectations it faces and the plentiful financial and other resources it has available to tackle this problem. The lessons from this case study apply to a wide range of firms engaged in offshoring and outsourcing and to the management of CSR across institutional and organizational boundaries. POSITION IN COURSE This case can be used in courses at undergraduate, graduate, and executive levels. The case is most suitable in ethics and CSR courses but is also suitable in courses on strategic management, international business, and operations management. It can also be used in general courses and in more specialized courses, for This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. Page 2 8B16M040 instance, in courses on global supply chain management, outsourcing, or CSR implementation. It is especially useful for highlighting the complexities of managing in a global context and acro.

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPPLIERS: CORPORATE SOCIAL RESPONSIBILITY Sun Hye Lee, Michael J. Mol, and Kamel Mellahi wrote this teaching note as an aid to instructors in the classroom use of the case Apple and Its Suppliers: Corporate Social Responsibility, No. 9B16M040. This teaching note should not be used in any way that would prejudice the future use of the case. Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-03-22 SYNOPSIS In a 2014 documentary, Apple Inc. (Apple), the California-based multinational technology company known for its innovative hardware, software, and online services, was implicated in alleged human rights violations at Pegatron, a large Apple supplier that specialized in the assembly of iPhones. These allegations followed similar well-publicized violations in 2009, at Foxconn, another major Apple supplier. Although Apple had promised to overcome these issues, the situation had clearly proven to be difficult to overturn. The case explores Apple’s options in response to these new violations. Should it have neglected the accusations and pointed to its existing efforts? Could it have done more? Should it perhaps have revised its offshoring and outsourcing strategy? Was the blame attributed to Apple fair? The case offers insights into the complexity of corporate social responsibility issues in cross-border, inter-organizational settings. TEACHING OBJECTIVES The case offers students the opportunity to examine in depth the challenges Apple faces in managing offshore and outsourced operations, especially in terms of how these challenges affect corporate social responsibility (CSR) outcomes. Set against the backdrop of two major CSR failures, Apple is possibly the world’s best example for this purpose because of both the high expectations it faces and the plentiful financial and other resources it has available to tackle this problem. The lessons from this case study apply to a wide range of firms engaged in offshoring and outsourcing and to the management of CSR across institutional and organizational boundaries. POSITION IN COURSE This case can be used in courses at undergraduate, graduate, and executive levels. The case is most suitable in ethics and CSR courses but is also suitable in courses on strategic management, international business, and operations management. It can also be used in general courses and in more specialized courses, for This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. Page 2 8B16M040 instance, in courses on global supply chain management, outsourcing, or CSR implementation. It is especially useful for highlighting the complexities of managing in a global context and acro ...

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

1)Take a tour of your building on campus or at work. What is secured at night when workers are absent? Record the location and type of physical access control devices.How do these access controls change at night when workers are absent? How well trained do guards and other employees appear to be? Do they allow, “piggybacking” (somebody slipping into a facility behind an authorized individual without being challenged)? What are the policies for visitors and contractors? How does this all impact physical security? 2)If possible at either your place of employment or your school, attempt to determine how easy it would be to perform dumpster diving to gain access to information at the site. Are trash receptacles easy to gain access to? Are documents shredded before being discarded? Are areas where trash is stored easily accessible? 3)How are authentication and authorization alike and how are they different? What is the relationship, if any, between the two? 4)Discuss the differences between an anomaly-based and a misuse based detection model. Which would you use to protect a corporate network of 10,000 users? Why would you choose that model? I need each question atleast 1and half page with 0% plagiarism ...

1)Take a tour of your building on campus or at work. What is secured.docx

1)Take a tour of your building on campus or at work. What is secured.docx

1)Take a tour of your building on campus or at work. What is secured.docx

Technologies and Innovation - Introduction

Technologies and Innovation - Introduction

Technologies and Innovation - Introduction

Nowadays, we can use immersive interaction and display technologies in collaborative analytical reasoning and decision making scenarios. In order to support heterogeneous professional communities of practice in their digital transformation, it is necessary not only to provide the technologies but to understand the work practices under transformations as well as the security, privacy and other concerns of the communities. Our approach is a comprehensive and evolutionary socio-technological learning analytics and design process leading to a flexible infrastructure where professional communities can co-create their wearable enhanced learning solution. In the core, we present a multi-sensory fusion recorder and player that allows the recordings of multi-actor activity sequences by human activity recognition and the computational support of immersive learning analytics to support training scenarios. Our approach enables cross-domain collaboration by fusing, aggregating and visualizing sensor data coming from wearables and modern production systems. The software is open source and based on the outcomes of several national and international funded projects.

Immersive Community Analytics for Wearable Enhanced Learning (HCI Internation...

Immersive Community Analytics for Wearable Enhanced Learning (HCI Internation...

Immersive Community Analytics for Wearable Enhanced Learning (HCI Internation...

Similar to Abstract employee surveillance and investigation at ikea, france (20)

Introduction

Introduction

Redefining the digital workplace

Redefining the digital workplace

Redefining the digital workplace

Why_BMI_Required

Why_BMI_Required

Why_BMI_Required

Unit 5- Discussion - Technology Ethics The textbook- --Technology in A.docx

Unit 5- Discussion - Technology Ethics The textbook- --Technology in A.docx

Unit 5- Discussion - Technology Ethics The textbook- --Technology in A.docx

Our Digital Futures

Our Digital Futures

Our Digital Futures

88 privacy breaches (sample book) 15 apr

88 privacy breaches (sample book) 15 apr

88 privacy breaches (sample book) 15 apr

Wearable Ecologies - Insights From Intel Sponsored Course

Wearable Ecologies - Insights From Intel Sponsored Course

Wearable Ecologies - Insights From Intel Sponsored Course

Innovation Labs 2018 - Research summary

Innovation Labs 2018 - Research summary

Innovation Labs 2018 - Research summary

Who am I becoming? Karen Buckley & Dr Orna Farrell

Who am I becoming? Karen Buckley & Dr Orna Farrell

Who am I becoming? Karen Buckley & Dr Orna Farrell

Read 290 Critical Reading as Critical ThinkingOnlineWeek .docx

Read 290 Critical Reading as Critical ThinkingOnlineWeek .docx

Read 290 Critical Reading as Critical ThinkingOnlineWeek .docx

eFolio and Innovation

eFolio and Innovation

eFolio and Innovation

LENDING IPADS TO MEDICAL STAFF: INTEGRATING IN INFORMATION WORKFLOW

LENDING IPADS TO MEDICAL STAFF: INTEGRATING IN INFORMATION WORKFLOW

LENDING IPADS TO MEDICAL STAFF: INTEGRATING IN INFORMATION WORKFLOW

Show & TEL Ethics & Technology-Enhanced Learning

Show & TEL Ethics & Technology-Enhanced Learning

Show & TEL Ethics & Technology-Enhanced Learning

Facts and Fears: Fact Checking in the Age of Online Misinformation

Facts and Fears: Fact Checking in the Age of Online Misinformation

Facts and Fears: Fact Checking in the Age of Online Misinformation

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

8B16M040 Teaching Note APPLE AND ITS SUPP.docx

1)Take a tour of your building on campus or at work. What is secured.docx

1)Take a tour of your building on campus or at work. What is secured.docx

1)Take a tour of your building on campus or at work. What is secured.docx

Technologies and Innovation - Introduction

Technologies and Innovation - Introduction

Technologies and Innovation - Introduction

Immersive Community Analytics for Wearable Enhanced Learning (HCI Internation...

Immersive Community Analytics for Wearable Enhanced Learning (HCI Internation...

Immersive Community Analytics for Wearable Enhanced Learning (HCI Internation...

More from etcases

This caselet's purpose is to introduce the participants/students to the concepts of Isoquants (the Production Function), Returns to Scale/Law of Variable Proportions and Economies and Diseconomies of Scale, through the workforce productivity dilemma faced by RK Constructions (RKC). RKC, an upcoming construction company based out of Hyderabad (India) enlisted the services of skilled migrant workers to tide over the shortage of workforce and to bolster the productivity as several industry experts suggested to Ravi Kumar (Ravi), Founder and CEO of RKC. However, Ravi is grappled with a new problem arising out of engaging the migrant workers...

Productivity Concerns at RKC: Production Function and Returns to Scale

Productivity Concerns at RKC: Production Function and Returns to Scale

Productivity Concerns at RKC: Production Function and Returns to Scale

The case study details the situation faced by Emerging Market Projects Department of Robert Bosch Engineering and Business Solutions India (RBEI), India in January 2014. RBEI, one of the Bosch group's subsidiaries in India, was established in 1998 at Bangalore, India. In 2004, RBEI had been tasked with designing and engineering mechatronic automotive products tailored specifically to meet the needs of emerging economies. Operations were integrated with two other Bosch entities, one which manufactured its engineered products and another unit which was in charge of regional coordination and external sales of the product. An important dimension of this success was their dedication to the process of innovative frugal engineering. Their ability to drive out the unnecessary costs and engineer robust and quality products to fit the unique demands of the emerging economies was significant to the needs of the entire automotive value chain. RBEI, had realised that the 'low lying fruit' of frugal engineering had been successfully harvested. To further maintain a commitment to driving down costs, there was a need for new external and internal market based solutions. The question was whether RBEI management was ready for such steps....

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

This case study introduces the participants/students to the concept and importance of choosing brand elements to build brand equity. Brand elements - name, logo, color, imagery, tagline, jingles and packaging - go a long way in building a brand's equity. Amul's umbrella brand, which is operational since 1967, offers interesting insights into the importance of choosing brand elements. While there are definite criteria for choosing brand elements - Memorability, Meaningfulness, Likability, Transferability, Adaptability and Protectability - How has Amul's brand been soaring on these criteria? What lessons do Amul's tactics for its brand elements offer for building sustainable and thriving brand equity? While Amul's 'utterly, butterly, delicious' girl became the country's darling, does its brand performance also reflect the brand's acceptance?

Amul’s ‘Utterly Butterly Delicious’ Brand Elements

Technology in the last decade has evolved exponentially with the mobile phone probably being the leader. India has the world's second highest penetration of mobile connections with 73.9 connections per 100 citizens. That is a startling statistic considering that the penetration of toilets in rural India is only 30.7%. For instance, one may believe that the people at the Bottom of the Pyramid (BoP) prefer mobiles to sanitation. However, given that a mobile is the way that the world communicates today, it is no longer a luxury but a necessity.

Inclusive Growth in a Mobile Way: m.Paani

Inclusive Growth in a Mobile Way: m.Paani

Inclusive Growth in a Mobile Way: m.Paani

The caselet intends to introduce the participants/students to the concept and importance of measurement and scaling in carrying out a marketing research project. In February 2015, Arun Prasad (Arun), a BBM (Bachelor of Business Management) graduate with distinction started an experiential and customer-centric bakery, Chennai Bakers, in Nungambakkam, Chennai. Based on his award-winning business plan and with encouragement from his Professor, friends and family, Arun had established Chennai Bakers' dealing in cakes, pastries, sandwiches, cookies, fruit juices and hot beverages like coffee and tea. For the first few months, the sales were very promising. However, the last two months' (July and August 2015) suddenly sales were plummeting at Chennai Bakers. A good friend, Raghu Ram, advised him to prepare a questionnaire to collect customer feedback. Arun prepared a questionnaire containing just six questions. After having collected the feedback from select customers, Arun was not sure how to process the data to arrive at appropriate conclusions. When Arun met Professor Francis Xavier (Prof. Xavier) and shared his dilemma, he stated categorically that the measurements and scales were not apt and the feedback exercise must be implemented all over again with appropriate measurements and scales. However, Arun required Prof. Xavier’s help in this regard, to achieve apposite conclusions.

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

This case flyer introduces the participants/students to three types of Elasticity - Price, Income and Cross Elasticity - along with Incidence of Taxation. The base article1 from The Economic Times estimates how the newly imposed service tax of 14% would impact three different types of services - Luxuries, Basic Services and Financial Services. This case flyer lets the participants to understand how different types of services behave differently to changes in prices, income and the prices of related goods (complements and substitutes). When a service tax is imposed the burden has to be borne either by the consumer (by way of increased prices) or the producer (by way of reduced margins) and this case flyer can be used to understand the accompanying incidence of taxation when a service tax is levied.

Service Tax Hike: Elasticity of Demand and Incidence of Tax

Service Tax Hike: Elasticity of Demand and Incidence of Tax

Service Tax Hike: Elasticity of Demand and Incidence of Tax

This case flyer is meant for understanding the concepts of Movements and Shifts in Demand and Supply curves. In the base article1, the four disruptive forces outlined, based on the book No Ordinary Disruption2 by the directors of the McKinsey Global Institute, point a major shift in the world economy by 2030. While the four disruptive forces - the age of urbanization, accelerating technological changes, challenges of an aging world, and greater global connections - may seem over simplified, they offer enormous business opportunities and challenges. While the business opportunities would influence the demand and supply curves of variety of goods, commodities and services, an endeavor has to be made to look through whether some of these seismic changes would end up 'shifting' or 'moving along' the curves. How to interpret the influence of these four disruptive forces to translate the same into demand and supply related actionable items?

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

This case flyer and the accompanying article1 can be used to introduce the participants/students to the concepts of Law of Demand, Law of Supply and the elusive equilibrium between demand and supply. Presented through an intriguing, yet quite prevalent phenomenon, this case flyer debates on the high price differentials for a Hepatitis-C drug, Sovaldi. Produced by Gilead, while Sovaldi is sold at $84,000 for a 12-week treatment in the US, the same drug is available at $1000 in India. Mylan Pharmaceuticals - one of the five Indian generic drug manufacturers allowed to manufacture and distribute Sovaldi in India - makes it available at $1000. Enamored with huge price differentials, customers like Greg Jefferys from Australia, travel all the way to India for treatment. All at a total cost of $3000 which includes travel, boarding and lodging during the treatment. What explains this spiraling price differential? How can there ever be equilibrium between demand for and supply of Sovaldi? Can there be an equilibrium market clearance price?

Demand and Supply Disequilibrium of Gilead’s Sovaldi

Demand and Supply Disequilibrium of Gilead’s Sovaldi

Demand and Supply Disequilibrium of Gilead’s Sovaldi

This caselet is meant to understand three types of elasticity of demand - Price, Income and Cross Elasticity of Demand. Presented through a management trainee, Anita's first three months at her new job, this caselet presents several of her elasticity-related experiences. While her residence selection explains the price elasticity of demand, her changed brand preferences reflect the income elasticity of demand and her decision to purchase a two-wheeler highlights the cross elasticity of demand. Each of these episodes can be used to discuss and debate on the concept and contours of each of the three types of elasticity of demand. While each of the three types of elasticity of demand has sub-types, this caselet can also be used to examine the revenue relationships based on the elasticity type.

Anita’s First Three Months at BEEPL: Elasticity Experiences?

Anita’s First Three Months at BEEPL: Elasticity Experiences?

Anita’s First Three Months at BEEPL: Elasticity Experiences?

This case frame is meant to introduce the participants/students to the basic building blocks of Brand Management. With very carefully chosen and relevant pictures/advertisements which indicate Hidesign brand's meteoric rise in building a premium leather brand, this case frame attempts to lay out all the critical elements of building a sustainable brand. The accompanying pictures, based on the idea of less is more, enable the participants/students to connect the dots between the four building blocks of strategic brand management process: (a) Identifying and establishing brand positioning; (b) Planning and implementing brand marketing programs; (c) Measuring and interpreting brand performance and (d) Growing and sustaining brand equity. As this case frame is meant to be positioned as an inaugural case in Brand Management course, a clinical analysis of the pictures provides an overview of all the critical elements of brand management.

Hidesign’s Strategic Brand Management

This case study is meant to introduce the participants/students to the subject matter and scope of Marketing Research as a discipline. Positioned to be the inaugural case in Marketing Research course, this case study enables an exposure to the richness of rigor and deep interconnections vis-à-vis the business decisions landscape. This case study, through the dilemma of Newton Advertising and Consulting Pvt. Ltd. (NAC), outlines the broad contours of Marketing Research subject. When approached by a B2B textile manufacturer Smartwear to undertake a Marketing Research for its newly planned ethnic wear for men, NAC was in a dilemma whether to undertake the assignment or not. John Mathews, Strategy Director, NAC, was not sure what would the Marketing Research business practice entail. Atul Jain, a marketing research enthusiast, provides him with a broad marketing research canvas. John was not convinced with Atul's reurging to take up Smartwear's marketing research assignment, let alone marketing research as a Business Practice.

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

This case frame introduces the participants/students to different Marketing Programs designed to build Brand Equity. Based on BMW India's advertisement1, this case frame elaborates on four key elements of Designing Effective Marketing Programs - New Perspectives on Marketing, Product Strategy, Pricing Strategy and Channel Strategy - to build Brand Equity. The advertisement would have passed off as a mere announcement but what does a clinical analysis of the chosen advertisement highlight about BMW India's marketing programs? While BMW had been operating in India since 2006, BMW started manufacturing in Chennai, India in June 2015. The case frame also focusses on how BMW, building on its illustrious legacy, had been building its brand equity in India with its marketing programs.

BMW India - Designing Marketing Programs to Build Brand Equity

TinyTech's story is about creating an affordable ecosystem making a difference to the people at the Bottom of the Pyramid applying the Gandhian philosophy. TinyTech Plants was established in 1982 by Veljibhai Desai, a mechanical engineer and a law graduate. The motive behind starting TinyTech was to develop and manufacture affordable rural machineries. Desai a fervent Gandhian, imbibed Gandhian ideology on industrialization in the conduct of his day-to-day business. Today, TinyTech is engaged in manufacture, export and supply of a wide range of affordable agricultural process equipment. Another firm associated with TinyTech is Aadhunik Global Energy, established in 2002, basically engaged in manufacture and development of low-cost renewable energy technologies. The annual turnover of TinyTech in 2013-2014 was ₹4 crore (including the export business of Aadhunik Global Energy).

TinyTech Plants: Is Small Beautiful?

TinyTech Plants: Is Small Beautiful?

TinyTech Plants: Is Small Beautiful?

Rural Relations is a case study on Social Entrepreneurship with the twin objectives of creating social impact and being sustainable by being profitable. Pradeep Lokhande (Pradeep) demonstrates the importance of innovating along the way in the face of challenges in setting up field operations in rural India. Pradeep undertook a journey for his organization covering 40,000 villages of which he personally visited 4000. He tried to understand rural India's administrative methodologies, markets and the bazaar-haat systems and the education system. In his journey, he established direct contact with opinion makers in villages and started recording details of the local economy. In 1996, he acquired his first customers, Tata Tea and Parle, to delve into the data that he had collected. Since then there has been no turning back.

Rural Relations: A Socially-Driven Organization

Rural Relations: A Socially-Driven Organization

Rural Relations: A Socially-Driven Organization

This caselet can be used to discuss whether the HR departments have extended responsibility of arresting the practice of child labor. In India, 4.5 million children (according to 2011 census) were reportedly employed but the unreported numbers are mindboggling. While many government and non-governmental organizations were working towards the eradication of this social malice, corruption among the enforcement authorities, illiteracy of the parents, poverty, adult unemployment, and many other factors kept the practice of child labor prevalent in the country. Can Indian companies and their HR departments play a proactive role to abate the prevalence and occurrence of child labor?

Child Labor in India: Role of Company HR

Child Labor in India: Role of Company HR

Child Labor in India: Role of Company HR

This caselet describes employee attrition concerns faced by the Founders of Develop Computing, N. Gopi and M. Anjaneyalu. The caselet highlights the various issues like absenteeism, employee turnover, etc. The Founders try to analyze the issues by interviewing the employees who were in the process of quitting as well as those who had already quit and take corrective actions, if any. After making certain changes in the norms, there was a reduced turnover and absenteeism. However, the challenge now staring at Develop Computing was whether such flexible work environment would be beneficial or would it prove to be a debacle?

Managing Employee Turnover

Managing Employee Turnover

Managing Employee Turnover

This Case Flyer and the accompanying article1 enable a discussion on the nuances of job interviews. The Case Flyer helps understand the purpose of a job interview and also the process of the same with certain pertinent questions. It triggers a debate whether an individual is hired only for his/her skills or knowledge or for other soft attributes such as attitude. Broadly, it focuses on the necessity of a job interview and the ways to conduct an effective job interview. It helps identify the ways in which information about a candidate can be gathered during an interview even without asking objectionable questions such as those related to age, religion, marital status, etc. This case flyer can be suitably used to teach the concept of interviewing candidates.

Interviewing Candidates

Interviewing Candidates

Interviewing Candidates

This case flyer, based on the accompanying article published in The Economic Times1, is meant to introduce the participants/students to the concept of Cross-Cultural Consumer Behavior. With the underlying concepts of Country of Origin, Country of Design, Country of Manufacture and acculturation, this case flyer presents how some of the Chinese global mobile brands (Xiaomi, Gionee, OPPO Mobile and Lenovo) have carved a niche for themselves in the Indian market with their focused and differentiated strategies. Most importantly, how could these late entrants prompt Indian consumers' acculturation giving them heads-up in the market? Since all these Chinese mobile brands carry the baggage of "Made in China-Sold in India", how did they overcome the incumbency threat in the Indian market?

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Fifth in a series of six caselets on Pay for Performance and Financial Incentives, this caselet is meant to understand the importance of organization-wide incentive plans. Siddarth Ray (Ray) established Ray Tech Pvt. Ltd. (Ray Tech) in January 2011. The company designed a software for doctors and clinics to store, access (from anywhere) and share healthcare records with other doctors. The company also launched a website through which patients can search for doctors and book appointments. However, the company’s projects were getting delayed on a regular basis. The management found lack of cooperation and coordination between the technical team and the marketing team. In order to motivate the two teams to work in sync with each other, Ray Tech’s management decided to go for an organization-wide incentive plan using the Scanlon Benefit Sharing Formula.

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

More from etcases (20)

Productivity Concerns at RKC: Production Function and Returns to Scale

Productivity Concerns at RKC: Production Function and Returns to Scale

Productivity Concerns at RKC: Production Function and Returns to Scale

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

Robert Bosch Engineering, India (RBEI) – An Innovative Frugal Engineering

Amul’s ‘Utterly Butterly Delicious’ Brand Elements

Inclusive Growth in a Mobile Way: m.Paani

Inclusive Growth in a Mobile Way: m.Paani

Inclusive Growth in a Mobile Way: m.Paani

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

Chennai Bakers’ Sales Concerns: Measuring and Scaling Dilemmas

Service Tax Hike: Elasticity of Demand and Incidence of Tax

Service Tax Hike: Elasticity of Demand and Incidence of Tax

Service Tax Hike: Elasticity of Demand and Incidence of Tax

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

Four Disruptive Forces: Movements and Shifts in Demand and Supply Curves

Demand and Supply Disequilibrium of Gilead’s Sovaldi

Demand and Supply Disequilibrium of Gilead’s Sovaldi

Demand and Supply Disequilibrium of Gilead’s Sovaldi

Anita’s First Three Months at BEEPL: Elasticity Experiences?

Anita’s First Three Months at BEEPL: Elasticity Experiences?

Anita’s First Three Months at BEEPL: Elasticity Experiences?

Hidesign’s Strategic Brand Management

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

Smartwear’s Marketing Research Proposal: NAC’s Dilemma

BMW India - Designing Marketing Programs to Build Brand Equity

TinyTech Plants: Is Small Beautiful?

TinyTech Plants: Is Small Beautiful?

TinyTech Plants: Is Small Beautiful?

Rural Relations: A Socially-Driven Organization

Rural Relations: A Socially-Driven Organization

Rural Relations: A Socially-Driven Organization

Child Labor in India: Role of Company HR

Child Labor in India: Role of Company HR

Child Labor in India: Role of Company HR

Managing Employee Turnover

Managing Employee Turnover

Managing Employee Turnover

Interviewing Candidates

Interviewing Candidates

Interviewing Candidates

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Chinese Mobile Brands and Cross-Cultural Consumer Behavior

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Hector Beverages’ Paper Boat: Diffusing Innovation Through “Drinks And Memori...

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

Pay for Performance and Financial Incentives (E): Team and Organization-wide ...

Abstract employee surveillance and investigation at ikea, france

1. EMPLOYEE SURVEILLANCE AND INVESTIGATION AT IKEA, FRANCE This case flyer and the accompanying article1 enables a discussion on the controversial and debatable practice of employee surveillance and monitoring. What is employee monitoring and why are employers engaging in employee investigation and surveillance? Is employee monitoring an acceptable workplace practice? What are the acceptable forms of employee monitoring?This case flyer provides ample scope to debate on such intriguing questions. With the growing dependence on Internet in the modern day information age, employees end up creating an electronic trail through what they consider as mere innocuous online interactions, giving others the power to monitor and record not only their professional but also their personal lives. Should organizations be allowed to monitor employees at workplace and beyond? Do employees have a right to know that they are being watched? This case flyer stirs up an interesting debate on whether employee monitoring and spying is a boon or a bane? Pedagogical Objectives • To understand the various surveillance and investigation practices at workplaces • To deliberate on the ethical landmines in Ikea’s worker investigation in France • To debate on whether employee surveillance and monitoring is a boon or a bane ABSTRACT © www.etcases.com 1 Nicola Clark, “Ikea’s Spying of Employees Sparks Outrage in France”, The Economic Times, December 17th 2013