Shanghai Automotive and Ssangyong Motor: A Tale of Two Dragons (B)

Xu Leiping & Steven White 

This second case of the 3-case series describes events from the time the deal was signed in October 2004 through October 2006. The new owners faced a range of major challenges to achieving the strategic objectives driving the acquisition. These included significant resistance and distrust from the Ssangyong union, local media, community and government, as well as the negative reaction to SAIC’s responses to those challenges.  The case serves as a basis for assessing integration management, as well as rich material for discussing stakeholder management in a cross-border acquisition.  It also highlights the particular challenges facing a newly-internationalizing firm like SAIC which has no experience in managing such issues abroad.


Domino’s Pizza India Ltd.: Driving Business Growth Through Consumer Engagement

Vimi Jham & Shobhit Tandon

The case describes how the Domino’s Pizza India Ltd. designed a customer relationship program with direct marketing as a tool and rolled it out nationally. Today with 321 stores, Domino’s is the market leader in the organized pizza category and is the largest international chain in the country. The case discusses strategies adopted by Domino’s, keeping in mind the emerging competition, rising income levels and change in customer preference to gain new customers and increase repeat purchase.  It highlights the need to design a unique customer relationship management program which will try to sell a single customer a basket of products and offers that he may need at different consumption occasions over as long a period of time as possible. The focus of the case is on the use of direct marketing in designing a new CRM program. The case highlights the advantages and disadvantages along with the challenges and problems involved in designing the program.


Organizational Changes in the Bank of Baroda

Richa Awasthy, C. Vijayalakshmi & Rajen K. Gupta

The case explores how Bank of Baroda has responded to the changes in the Indian banking sector. In the last five years, several strategic changes have been initiated in the bank by Chief Managing Director (CMD) that has significant impacts on the performance of the bank. The case provides interesting insights into the various forces that trigger changes in an organization, resistance to these changes and interventions adopted to manage the change.


The Fountain of Love Credit Union: A Vibrant Microfinance Institution in a Hostile Inter-Ethnic Society

Rochman Achwan

The Fountain of Love Credit Union (FLCU) is a rare example of a vibrant microfinance institution in Indonesia. Located at the heart of a hostile inter-ethnic society in the province of West Kalimantan, the FLCU invents unique types of social capital and financial organization that bolster its unparallel financial performance. In recognition of this achievement, the Indonesian government presented the FLCU with the 2005 Award for Small-Medium Corporate Excellence.

Decades of inter-ethnic hostility inspired school teachers to establish the FLCU in 1987. They dreamt of creating a big microfinance institution and promoting the economic well-being of the Dayak ethnic group. The Dayak, one of Kalimantan’s two largest ethnic groups, defines itself as disadvantaged. A sense of grievance evolving around these issues culminated in a series of ethnic conflicts. Today, after more than two decades of operations, the FLCU has not only won the trust of most Dayak people but also inspires other ethnic groups to establish microfinance institutions.

This environment has allowed unique types of social capital and financial organization to flourish. The Fountain of Love Foundation (FLF), the parent organization of the FLCU, has set up a variety of social and economic organizations. They work in partnership with the FLCU in all aspects of its business, from recruiting, disciplining, and empowering clients to weaving organizational networks with other microfinance institutions. The latter plays a vital role in curbing the penetration of modern micro banking in the province.  The FLF, therefore, has become an ethnic-based conglomerate in which the FLCU functions as one its driving forces.

However, the FLCU faces a number of hurdles. Almost all FLCU clients, in rural and urban areas, are of the Dayak ethnic group. From organizational and policy points of view, the legal status of the FLCU is vulnerable as its assets grow beyond the mandatory requirement of the current banking law.


Leadership and Change Management: A Case Study of Pemancar 

Zarifah Abdullah & A. K. Siti-Nabiha

This case examines the implementation of a new organisational culture in a newly taken-over Malaysian subsidiary by a European-based multinational company. The new organisational culture is geared towards high performance, increased accountability, value creation, and high quality and better communication. However, organisational members who were very much accustomed to their prevailing organisational culture found it difficult to understand the need for them to change as they had done well in the past. The features of the new culture, the structural changes that have taken place and how the organisational members felt about the change process and their reactions towards the change are explicated in the case. The case also highlights the various issues and challenges that took place and which needed to be tackled in the management’s effort to ensure the successful integration and internalization process of the change in organisational culture.


ESAF: Making Marketing Work for the Social Sector

Jaydeep Mukherjee & Neelu Bhullar

The case is about ESAF, a non-government organization (NGO) based in India, which was helping the underprivileged sections of the society to earn a livelihood by helping them produce and market hand-crafted articles and services. One of the weak links had been the access to the markets which was controlled by distribution channel intermediaries who appropriated larger than their fair share of profits. ESAF management proactively considered the ways and means to make the beneficiaries become independent and self-sustaining. They commenced an initiative to bypass the existing trade channels to reach consumers directly by opening up retail outlets. The challenges were manifold and one of the main decisions taken by them was to sell bought out items to acquire the necessary product assortment. The operation seemed to make some profits and the management was evaluating what would be its best course of action to take the products to end consumers which benefited the artisans the most in a sustainable manner. The case provides a backdrop to such decision making situations and its dilemmas.


Ferns N Petals: Transforming an Unorganized Business into Organized One

Rahesh Gupta & Ajay Pandit

The economic reforms in India have not only changed consumption patterns but also the mindsets of people. This changing economic and social landscape has unleashed a plethora of opportunities and brought into existence companies in various sectors which were unheard of earlier. This case is about Ferns N Petals (FNP), which has emerged as the largest floral retail chain in India. When Vikas, founder of Ferns N Petals landed in Delhi in 1994 with US$110 (INRs 5,000) in his pocket, no one would have imagined that he would go on to establish country’s only branded floral retail chain. Whenever Vikas travelled to Delhi to meet his sweetheart Meeta, he found that the capital had no good florist. For someone who came from a family that dealt in flowers, this was the turning point which led to the launch of Ferns N Petal. The case moves on to discuss in detail the challenges faced by Vikas in setting up a nationwide floral retail chain and how he maximized the opportunity by adding new segments related to flowers and the move to get into the online flower selling mode when the internet was making inroads in  India. The case winds up by highlighting his decision to enter into food segment which is fraught with risks.

The FNP case has been developed to highlight the existence of many entrepreneurial opportunities emerging in the changing socio-economic scenario in India. This case clearly illustrates that many unorganized sectors offer scope for professionalization and how an entrepreneur can tap these opportunities. FNP is a good example of how these opportunities can be tapped, thanks to the ambition, courage and risk-taking capabilities of Vikas Gutgutia. The case traces the journey of a start-up and the difficulties it faced at various stages and how these challenges are remarkably similar in any start-up.  It highlights the need for modifying the existing business models and developing new ones to tap the emerging opportunities in an unorganized sector. The case goes on to highlight how the success of one venture many times can result in the belief that one can transform every opportunity in the unorganized sector which may lead to overstretching oneself.


Taiwan DRAM Industry in 2009

Chien-Nan Chen & Chengli Tien

Under the impact of the 2008 financial tsunami, the Ministry of Economic Affairs, R.O.C., made a proposal to the Execution Yuan in March 2009 regarding the renovation plan of Taiwan DRAM industry. This plan was hopefully to establish Taiwan Memory Company (TMC) with private investors to renovate Taiwan DRAM industry. However, under media pressure, in July 2009, the original plan was altered to invite any DRAM company that wished to propose a renovation plan and needed government funding to file an application within three months. In August 2009, Taiwan Innovation Memory Company (TIMC) was officially established. This case aims to discuss the difficulties of Taiwan DRAM industry and the feasibility of the renovation plan through the establishment of TMC by its historical background and potential impacts. The key role of this case is Mr. John Hsuan, CEO of TMC, and the decision-making focus is the Renovation Plan of Taiwan DRAM Industry under the charge of the Ministry of Economic Affairs. This covers the fourth quarter of 2008 to the first quarter of 2010.

The purpose of the DRAM industry renovation plan was to sustain the technology and the industry, not any individual company. Therefore, the plan did not solve the financial problems of any DRAM companies. Can the DRAM industry renovation plan successfully turn Taiwan’s DRAM industry around in a financial crisis and upgrade the competitive advantage of the nation?


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