Succession Conundrum at Sri Balaji Assemblies and Plastics Pvt. Ltd.

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This case study is about a business started by two postgraduate, twin brothers hailing from a middle class family. Although hardworking and sincere they could not land good jobs. Taking the advice given by their maternal cousin - Sridhar and Sunder decided to start a small hand molding plastic manufacturing unit instead of wasting time on searching for a suitable job. The duo managed to find a potential buyer to supply the plastic components -; M/s Aravind Laboratories, manufacturing and marketing kumkum under the brand name 'Eyetex'. Thus, Sri Balaji Assemblies and Plastics Pvt. Ltd., (SBAP) was founded in 1988 as an ancillary unit. From a turnover of ₹1 lakh in 1988, the unit diversified their products and markets and in 2009 had a sales turnover of ₹65 crore which went up to ₹130 crore in 2012. This case study depicts how a company managed their finance, human resources, products and markets to be a leading manufacturer. However, SBAP faces the dilemma about succession, who would take the helm of the company.

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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?

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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

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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.

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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

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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).

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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.

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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?

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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?

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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.

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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?

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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.

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This case study aims to introduce the students/participants to the process of consumer learning and to understand its implications on consumption behavior. It studies how consumers responded to KFC’s differentiated marketing strategies thereby developing and retaining brand loyalty. By observing and gauging consumer responses, KFC came out with unique menu offerings. KFC began as a road side eatery joint to being ranked second amongst the Top 10 Global Food Brands listed in Forbes. Will KFC be able to effectively influence consumer decision-making and tickle the Indian palate? Having learnt the changes in consumer behavior, can these factors be used to influence the buying traits of the consumers in the long run?

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This caselet, fourth in a series of six caselets, is meant to introduce the participants/students to the relative importance of fixed and variable component of compensation package for Managers. In April 2013, Gambhir Kumar (Kumar) joined DuraCoats Pvt. Ltd. (DCPL) – a company dealing with production and sales of protective industrial coatings across the country – as a Sales Manager for the States of Andhra Pradesh and Telangana. He was a consistent performer who over-achieved the set sales target and was instrumental in roping in a few very big clients. However, he was dissatisfied, as the company offered him a fixed salary with no benefit/commission on sales. This concern was communicated to the Company Head, who assigned the task of designing an incentive program to the four Regional Managers.

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This case study is meant to understand the contours of consumers' decision-making. Presented through the lens of Godrej's Expert range of hair dyeing products, this case study helps in meandering through the relevant theoretical constructs of consumer decision-making - levels of consumer decision-making, four views (economic, passive, cognitive or emotional) of consumer decision-making, category-based consumer decision-making, etc. Given the need-style spectrum of dyeing decisions, this case study enables an elaborate discussion on the layers of consumer decision-making.

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This case study attempts to focus on the aspect of brand extensions and trigger insights on how brand extensions in seemingly unrelated categories can be positioned effectively. The last three decades have seen Dettol extending its germ-free campaign from disinfectant to soap to liquid soap categories. Furthermore, Dettol has been vying hard to be the toilet soap of choice by harping on its germ-free bath benefit, thereby taking on Unilever’s Lifebuoy, leading to an overlapping brand promise. This ongoing brand war between Dettol and Lifebuoy has had many a consumer perceive Dettol to be a brand to be placed in the bathroom bracket. In its latest brand xtension avatar, Dettol attempts to take on Vim Liquid, a well-established kitchen cleaner brand from the Unilever stable. Is this a desperate attempt by Reckitt Benckiser (RB) to engage in combat with Unilever that transcends traditionally stablished categories for Dettol? Will this fight for space from the bathroom basins to the kitchenette tops help increase consumer mind share for Dettol? Or will this move by RB lead to a reverse swing diluting the Dettol parent brand, with consumers not wanting the same brand to be part of their personal care portfolio as well as on their kitchen sinks?

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This case study can be used to discuss the concepts of HR Planning, Recruitment Processes and HR Communication. Mr. Swami, HR Manager, CITPR Ltd., found himself in big trouble after not following the HR process carefully. This resulted in a highly chaotic situation placing the careers of 25 students of TTC College of Engineering and Management (TTC) in a quandary when CITPR Ltd., after selecting them in the campus interview, denied them final placement. Overlooking HR planning, delaying the communication and initiating official action based on oral communication poses a serious problem to the participants. Would the students be left in a lurch by CITPR Ltd. and TTC ollege? How far is it justifiable to take decisions based only on verbal commitment?

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This case study introduces to the sensitivities involved in staffing a global company's multiple offices spread across multiple global locations. In the backdrop of the six law suits filed against Infosys in US courts, this case study takes the students/participants through the legal compliance and ethical standards expected of a global firm in managing its global HR. Infosys had been facing six lawsuits in the US filed by the job aspirants and employees of the company for its practices of employee discrimination and B-1 visa misuse. In 2011, Jack B. Palmer (Palmer), an employee of Infosys, filed a whistle-blower complaint with the company regarding the misuse of B-1 visas and discrepancies in the I-9 processes. When the company ignored his complaint and harassed him, he took the matter to court. The Federal Government slapped a fine of $34 million on the company for B-1 visa misuse. In 2013, four of the Infosys' job aspirants/employees filed a civil action lawsuit alleging about the company's discrimination with respect to language, regional and national bias, as it hired mostly South Asians. All along the company had been denying of any illegal practice, discrimination or harassment. The bigger question that emanates from these incidents at Infosys is what it takes for a global company to recruit and manage a global workforce at various global locations?

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Insurance IoT is a social good! Because: 🔵 Expected losses can be reduced structured programs with both real-time mitigation actions to solve a specific situation, and behavioral change mechanisms to promote safer behaviors (both in personal and commercial lines) 🔵 Rate can be matched to risks better: - Smaller and more accurate pricing clusters allow a large part of profiles to receive a lower rate - Even with the ability to price the individual probability of loss (cluster of one) the insurance foundation isn’t canceled (The risk of each policy will contribute to the expected losses of the portfolio; The premiums paid by many lucky policyholders will be used to pay the claims of the few unlucky policyholders who had an accident in a period of coverage) 🔵 IoT data can be used to increase the effectiveness and efficiency of the claim process, so improving the combined ratio ceteris paribus ⏩ Large part of the policyholders will pay less (and portfolios currently difficult to insure will become more insurable) Insurance IoT (and telematics) is not about providing a discount Insurance IoT (and telematics) is about creating economic value using the data and sharing part of this value with policyholders (and agents & brokers) An integrated holistic adoption of the IoT paradigm is a game changer for your insurance business and a social good: ◾ it allows to improve the availability and affordability of insurance coverages ◾while allowing the sector to write a profitable business Below you can enjoy a selection of best practices in both personal and commercial lines - written with some of the IoT Insurance Observatory members - that have already started to obtain results from their IoT business transformation journeys

Insurers' journeys to build a mastery in the IoT usage

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Insurers' journeys to build a mastery in the IoT usage

Succession Conundrum at Sri Balaji Assemblies and Plastics Pvt. Ltd.

1. SUCCESSION CONUNDRUM AT SRI BALAJI ASSEMBLIES AND PLASTICS PVT. LTD.* This case study is about a business started by two postgraduate, twin brothers hailing from a middle class family. Although hardworking and sincere they could not land good jobs. Taking the advice given by their maternal cousin – Sridhar and Sunder decided to start a small hand molding plastic manufacturing unit instead of wasting time on searching for a suitable job.The duo managed to find a potential buyer to supply the plastic components – M/s Aravind Laboratories, manufacturing and marketing kumkum under the brand name ‘Eyetex’.Thus, Sri Balaji Assemblies and Plastics Pvt. Ltd., (SBAP) was founded in 1988 as an ancillary unit. From a turnover of `1 lakh in 1988, the unit diversified their products and markets and in 2009 had a sales turnover of `65 crore which went up to `130 crore in 2012. This case study depicts how a company managed their finance, human resources, products and markets to be a leading manufacturer. However, SBAP faces the dilemma about succession, who would take the helm of the company. Pedagogical Objectives • To understand how a family-owned business can establish a niche position with its focused and differentiation strategy • To examine how continuous realignment with emerging market realities can keep a family business can enable economic and financial sustainability • To discuss and debate on the succession strategies in a family-run business with the relevant cultural context Case Positioning and Setting This case study is suited for MBA and Executive Development Programs for any of the following courses/modules: • MBA – Entrepreneurship/Family Business Courses – How a focused and differentiated strategy can be used to establish a competitive market position over a period of time in a family-run business • MBA – Strategy Course –To discuss and understand Michael E. Porter’s Generic Strategies • Executive Development Programs – Succession Planning in family-run business ABSTRACT © www.etcases.com* This case study was presented by the authosr in Family Business Academic Conference held @ ISB on February 1st 2013

Succession Conundrum at Sri Balaji Assemblies and Plastics Pvt. Ltd.

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