The Guide To Management Studies

Programme Schedule & Abstracts
Organized by
IIM
RAIPUR
Indian Institute of Management Raipur
In association with
Table fo Contents
1. About GSMS 2014
.....
2. Objective of the Summit
.....
3. Summit Committee
.....
4. Summit Advisory Board
.....
5. Programme Schedule
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6. Abstracts (Area Wise)
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GSMC2014
12th-13th December 2014
1.
About GSMC 2014

The case study method of teaching plays an essential role in management education. Now, this
Pedagogy has been adopted by several business schools worldwide. The case method is a form of
instructor-guided, discussion-based learning tool where, instructors use questions, debate and
application of analytical tools and frameworks to engage students in a challenging, interactive
learning environment. Case studies enable students to put themselves in the shoes of actual
practitioners and test students' understanding of theory, ability to connect theory with application,
and develop theoretical insight. The participants act as co-creators of the learning process in the
case method. In case method of learning, students get to see a real situation in a holistic setting
and are required to analyze situations, develop alternatives, choose plans of action and
implementation, communicate and defend their findings in small groups in class. Cases are more
likely to engage students in the class room than conventional mode of teaching.
2.
Objectives of the Summit

The objective of the summit is to build a platform for case writers, academicians and people from
industry to come and present cases in the area of business and management. The summit aims to
highlight real challenges & incidents faced by corporates today. Through this summit IIM Raipur
tries to synergize between corporate and academia to expedite a better environment of problem
solving. The summit also provides opportunities to share ideas, to improve case writing skills
besides facilitating to meet colleagues and disseminate experiences of using case method of
teaching. Cases are invited across the world from faculties, researchers, practitioners, consultants
and others.
IIM
RAIPUR
3.
Summit Committees
Summit Patron
B.S. Sahay
Director,
Indian Institute of Management
Raipur
Summit Co-Chairs
Ashish Kumar Garg

Raipur
K K Ray

Raipur
S K Mitra

Raipur
GSMC2014
4.
Summit Advisory Board

Prof. Asha Kaul
IIM Ahmedabad, India
Prof. Ashok
Banerjee
IIM Calcutta, India
Prof.Bino Paul
Tata Institute of Social

Sciences, Mumbai, India
Cedomir Nestorovic
ESSEC Business School
Asia Pacific, Singapore
Prof. Kip Garland
Fundacao Dom Cabral

(FDC), Brazil
Prof. Mithileshwar Jha

IIM Bangalore, India
Prof. B S Sahay
IIM Raipur, India
Prof. Bhimasankaram
Pochiraju
ISB Hyderabad, India
Prof. Carlos
J. Alsua
University of Alaska,
Anchorage, USA
Prof. Debasis
Chatterjee
IIM Kozhikode, India
Prof. L. Prakash
Sai
IIT Madras, India
Prof. I M Pandey
IIM Lucknow, India
Prof. Mikhail
Plotnikov,
Vadens Business
School, Russia
Prof. P
Vijayaraghavan
Prof. P.K. Jain
Prof. Rajendra
Nargundkar
Prof. Rishikesha
T. Krishnan
IIT Delhi, India
IIT Madras, India
Prof. Prabal K. Sen

University of Verona,
Italy
Prof. S.Ramesh
Kumar
IIM Bangalore, India
Prof. Satyajit
Majumdar
IIM Indore, India
Prof. Sandra Dow
Monterey Institute of
International Studies, US
Prof. V. Charles
Tata Institute of Social

Sciences, Mumbai, India
Centrum Catlica
Graduate Business School,
Lima, Peru
Prof. Vinita Sahay
Ms. Aparna Mahajan
IIM Raipur, India
S M Sehgal Foundation,
Gurgaon
IIM Indore, India
Prof. Sanjeev Prashar

IIM Raipur, India
Prof. Vasant Sivaraman

SP Jain Institute of
Management Research, India
Prof. Sumeet Gupta

IIM Raipur, India
IIM
RAIPUR
5.
Programme Schedule
12th December , 2014
8.30 am - 9.30 am
Registration
9.30 am - 11.00 am
Inaugural Session
9.30 am - 9.32 am
Lighting of the Lamp
9.32 am - 9.35 am
Saraswati Vandana by Students of IIM Raipur
9.35 am - 9.40 am
Introduction of GSMC by Dr. Ashish Garg,

Summit Co-Chair IIM Raipur
9.40 am - 9.55 am
Welcome Address by Prof. B.S. Sahay, Director, IIM Raipur
9.55 am - 10.15 am
Key Note Address by Prof. Indranil Bose,

Professor, IIM Calcutta
10.15 am - 10.35 am
Key Note Address by Prof. Rishikesh T. Krishnan,

Director IIM Indore
10.35 am - 10.50 am
Inagural Address by Shri Kewal Handa, Former Managing

Director, Pfizer, Board Member, IIM Raipur
10.50 am - 11.00 am
Vote of Thanks by Conference Co-Chair Dr. K. K. Ray
11.00 am - 11.30 am
Tea Break
11.30 am - 1.00 pm
Technical Session 1: Finance

Session Chair
l
Dr. Keyur Thaker, IIM Indore,
Paper Title and Authors

Case Based Approach to Decision Making A Cognitive
Management Process
Chandrani Singh
1.
2. SFPCL as the Golden Gateway towards success of

Agribusiness in India
Vidhya Srinivas
3. Ruchi Soya Industry Ltd
Brahmadev Panda
4. A Study on the Slow Moving Exchange Rate
Deepika Dhingra
5. Financial Inclusion and Microfinance Financing for Better
Family Ties and Lesser Violence
Rakesh Guglani
6. Hostile Takeover in Infrastructure Sector in India
The Case of IVRCL
S Kasturi Rangan
GSMC2014
7. Beml Limited - Value Creation is Inevitable

Mamta Gaur
8. The Acquisition of Patni Computer Systems Limited
Puneet Dublish
11.30 am - 1.00 pm
Technical Session 2: Marketing

Session Chair
l
Dr. Jagrook Dawara, IIM Raipur
Case Title and Authors
1. Role of Business and Marketing Strategy in Creating
Competitive Advantage for Vindhya Herbal Brand
A Brand of Non-Profit Organization
Poornima Mishra
2. MODI KURTA - Modi Mania or Marketing Myopia:
A Marketing Challenge
Anshul Mathur & S.Balamoorthy
3. Evomo: Positioning Saavaj
Pinaki Roy
4. S-Mart Retail How to Get Pricing Right
Abhilash G. Nambudiri
5. Flipkart: Challenging Journey from Phenomenal
Valuations to Customer Excellence
Praveen Gupta
6. Should the Maharaja Abdicate?
Arvind V Shukla
7. Ayzh: Improving Health And Livelihood of Women using
Business Solutions
Neha Kaur
11.30 am - 1.00 pm
Technical Session 3: HR & OB

Session Chair
l
Dr. Atri Sengupta, IIM Raipur

1. Challenges for the Organization to Remove Non
Performing Staff and Retaining a Talent
S. Subramaniam
2. The Divide-A Case Study
Jaidev Poomath
3. How Mismanaging Performance could result in fire of a
Right Employee: A Case Study
Sonam Jain
4. Academia - Industry Gap
Rajesh Palayil
IIM
RAIPUR
5. Workplace Deviance: The Case of Absenteeism at Bharat

Petroleum Corporation Limited
Preeti S. Rawat
6. Turbulence at the Automobile Unit Located in Pune-from
Genesis to Juncture
Pooja Upadhyay & Madhu Shridhar
1.00 pm - 2.00 pm
Lunch Break
2.00 pm - 3.30 pm
Technical Session 4: Finance

Session Chair
l
Dr. Vinay Goyal, IIM Raipur

1. Should Infosys Buy Back its Share
Keyur Thaker
2. Case Study P2P Microfinance & Allied Services: Strategy
Adopted to face Challenges in Financial Inclusion Space
Soni Agrawal
3. FLIPKART and MYNTRA: Acquisition and Future
Strategy
Rima Mondal
4. Reviewing of Accounting Information System on Account
Payable Process in Pharmaceutical Company
Dhruv Shankar Dutta & Parth
5. Close-Ended Fund Shining in Indian Mutual Fund
Market - An Insight
A.D.J. Rajesh
6. Striking New HeightsFacebook Acquisition of Whatsapp
Vaishali Rahate & Parveen Shaikh
7. Prosharpe Wealth Management
Puran Singh
2.00 pm - 3.30 pm
Technical Session 5: Marketing

Session Chair
l
Dr. Anagha Shukre, IIM Raipur

1. Developing E-Marketing Strategy for Fabtech Projects and
Engineers Ltd
Pallavi Sajanapwar, Ashwini Jogi & Preetam Rupnar
2. Sonalika Rotavator The Road Ahead
Rajesh Verma, Mithilesh Pandey & Kangna Chhabra
3. Marketing Information System (MkIS): Synthesis of
Survey Based Results and Case Study for Manufacturing
SMEs of Punjab
Rahul Hakhu
GSMC2014
4. Ganesh Bhel & Chaat Products Pvt Ltd: Pioneering

Transformation from Unorganized to Organized Service
Retail
Dipanjay Bhalerao
5. Development of a Logistic Park and Free Trade
Warehousing Zone in Nagpur
Amishi Arora
6. Zari Boxes India: Need to think inside the Box?
Subhadip Roy
7. I&C Gas' Foray into India: The Competitive Strategies
Tanuja Kaushik & Uma Nagarajan
2.00 pm - 3.30 pm
Technical Session 6: Strategy & General Management

Session Chair
l
Dr. N. Chowdary, TCLL

1. Lush: A Rarity in the Cosmetics Industry
Achyut Telang & Gaurav Bhatt
2. Young Entrepreneur in Security Business:
Threats and Challenges
Shivali Sharma
3. Redefining EntrepreneurshipArunachalam Muruganantham
Smruti Rekha Sahoo
4. Al-Rashid Food World: Surmounting Adversity
Saurabh
5. When a Shock Becomes a Source of Inspiration:
The Entrepreneurial Success Story of a Bengali Village Boy
Saikat Chakrabarti & Shamindra Nath Sanya
6. Emerging Challenges as Facilitator of CSR: JHARCRAFT
A New Hope
Shyamal Gomes
7. The Electrode Gamble (A, B)
Mikhail V. Plotnikov
8. Strategic Leadership: A Case of R.C.Bhargava
Deepak Sharma
9. Value Based E-Health Care-A Case of Tata Memorial
Centre
Bala Krishnamoorthy
10. The Walt Disney: Strategic Acquisition for achieving
Creativity
Nisha
IIM
RAIPUR
3.30 pm - 4.00 pm
Tea Break
4.00 pm -6.30 pm
Panel Discussion : Teaching Learning Process

Through Cases
Moderator
l
Prof. A. Damodaran, IIM Bangalore
Panelists
l
Mr. Aman Singh, Principal Secretory,
Govt. of Chhattisgarh
l
Prof. Shekhar Chaudhari, Former Director, IIM Calcutta
l
Prof. Mikhail V. Plotnikar, Dean Vadens Business School,
Russia
l
Mr. Ajeet Khurana, CEO, SINE
l
Dr. Asha Kaul, Professor, IIM Ahmedabad
l
Dr. Arvind Boaz, IFS, Nodal Officer Climate Change &
PCCF/MD, Forest Development Corporation, Govt of CG
6.30 pm - 8.00 pm
Cultural Programme
8.00 pm - 9.00 pm
Summit Dinner
13th December, 2014

9.30 am - 11.00 am
Technical Session 7 : Operations & Supply Chain

Management
Session Chair
l
Dr. P.R.S. Sharma, IIM Raipur

1. Green Supply Chain Initiatives for Brand Building
The Case of Tata Motors
Sangeeta Trott
2. Building Vendor Relationship through Purchase to
Payment Policy: A Case Study of FMCG Organization
Aswini Anandane & Dhruv Shankar Dutta
3. MAU's Big Transportation Problem
Nitin Varma
4. Channels of Aligning Supply Chain of Sweet Corn
Processor for growth
N Chandrasekaran
5. GVK MIAL: Airport in Transit
Sanjeev Ganguly & Satyasiba Das
6. Project Utkarsh: Enterprise Resource Planning
implementation at Bhilai Steel Plant
Jitendra Pratap Singh Chauhan & P.H. Sharma
7. To Excel, or Not to Excel and therefore Excel
Arnab Banerjee
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GSMC2014
9.30 am -11.00 am
Technical Session 8 : Information & Communication

Technology
Session Chair
l
Prof. Sumeet Gupta, IIM Raipur

1. ESDS: Financing Next Generation Companies
M Manickaraj
2. Challenges of Managing Knowledge at SUAN And CINI:
Same or Different?
Kushal Saha
3. Value of Information Sharing Between and among The
Functional Departments: An Insight
T. Radha Ramanan
4. Master Data Management - Implementation Challenges in
a large Manufacturing Industry
Jitendra Pratap Singh Chauhan & R. Sreenivasan
5. Digital Secretariat: Less Paper Office
Sumeet Gupta, Aman Singh & A. M. Parial
9.30 am - 11.00 am
Technical Session 9: Strategy & General Management

Session Chair
l
Dr. Mikhail V. Plotnikar, VBS, Russia

1. Gomti Ayurveda Pharmacy
Moid U Ahmad
2. Motivational Efficacy Analysis of Entrepreneurship
Development Programmes - A Case Study of Tripura
Subrata Debnath
3. Wow Popcorn (World of Wonderful)
Go Wow All The Way!
Ragini Mohanty & Richa Bose Shah
4. SELCO: Mission or Market
S.R.Asokan & Pankaj Kumar Mohanty
5. Tiny-Tech Plants: Is Small Beautiful?
Malay R. Patel
6. Global Business School: Analysing the Management
Education Value Chain
Saurabh Agarwal
7. Synergic Advantages of Mergers & AcquisitionsA Case Study of Private Sector Banks in India.
Kanhaiya Singh
8. Carnation Auto Is Franchising Right Model for Growth?
Ashish Kumar
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IIM
RAIPUR
11.00 am - 11.30 pm
Tea Break
11.30 am -1.00 pm
Technical Session 10 : HR & OB

Session Chair
l
Dr. G. Ojha, Former Director (Personnel),SAIL

1. Hypothetical Integrity Theory of Remuneration
Aravinth Kumar S & Manoj Saravana Kumar G
2. Making of a Team- Shane Warne's Rajasthan Royals
Nikhil Dhone
3. Performance Management System (PMS) in Indian Small
and Medium Enterprises (SMEs): A Practical Framework
Pankaj Kumar
4. Leadership and Adaptive Challenges: Case of NPNL
Sidh Kumar & Garima Singh
5. Kingfisher Airlines- Flying the Bad Times:
A Human Resource Perspective
Agrata Pandey
6. Training for Recruitment: A Case of Tile Manufacturing
Company
Amitabh Deo Kodwani
11.30 am - 1.00 pm
Technical Session 11: Strategic Management

Session Chair
l
Dr. Nagendra Chowdary, TCLL

1. A Desire lead to Success
Sucheta Agarwal
2. Distinctive Obstacles faced by a Women Entrepreneur in
Trichy
Shobhana. N.
3. Contribution of Parent Company's Strategic Networks and
Knowledge Management in growth of a subsidiary in
Emerging Market: Case Study of Maruti Suzuki
Nivisha Singh
4. Tata's Balancing act in Indian Civil Aviation
Puja Rana & Srishti Mishra
5. Growth Roadmap: Segmentation-Targeting-Positioning
Strategy of Redivivus Technologies Pvt Ltd
Dipanjay Bhalerao
6. Tradus.in - Naspers' Internationalization Foray in India
Abha Rishi & Manideep Nulu
7. Strategic Analysis for Exponential Business Growth in
Industrial Robotics and Automation
Vijay Dharmadhikari
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GSMC2014
8. Coroporate Social Responsibility, Its Implementation and

Regulatory aspects in USA, UK And India
Phaneendra Chidara & Suyash Naaraayan
11.30 am - 1.00 pm
Technical Session 12: General Management

Session Chair
l
Dr. Pradyumna Dash, IIM Raipur

1. Heifer International
Krishna Govindankutty
2. Selco India: A Case on Empowering Rural
Livelihoodsthrough Value Creation
Pallavi Agarwal
3. Medical TourismHow better is India in exploring the
opportunity?
J. Swarna Jyothi
4. Future of Sustainable Personal Mobility Solutions in India
Chhabi Sinha Chavan
5. Indian Way of Enterprising : A Case of Ambivine
Mayank Saxena & Pushyamitra Joshi
6. Mahindra Samriddhi: Growing through Rural Prosperity
Aditi Naidu
7. E-Card: A Case Study of New Identification
Implementation for an Individual
Chinmaya Dash & Prakash Chandra Behera
8. The Consequences of Counterfeits in India A Case Study
Byju John & Sanjib Kumar Pal
9. Transformation of PDS System in Chhattisgarh:
Dr. Raman Singhs Leadership
Shubham, Shashank Mittal & Atri Sengupta
01:00 pm - 2:00 pm
Lunch Break
2.00 pm - 3.30 pm
Technical Session 13 : Finance

Panelist
l
Prof. M Kannadhasan, IIM Raipur, India

1. The Story of Mirage
Rohit Talwar
2. Portugal's Banking Sector- Safe or Not
Rashmi Shukla
3. Flipkart Myntra Merger: A Visionary Deal or a 'Winner's
Curse'?
Harijit Singh
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4. Demand Determinants in a Changing Market Scenario:

An Analysis of Indian Automobile Industry
Pooja Misra
5. Extension of Banking Services for Financial Inclusion
Sukhbir Kaur & Yogita Sure
6. BitcoinsAn Economics and Financial Perspective
Nilabha Bhattacharya & Vinay Goyal
7. Holcim Lafarge Merger
K K Ray & Nilabha Bhattacharya
8. Recognition of Revenue from ServicesCase Study of
Container Corporation of Indian Ltd
Venu Madhav Tatiparti
2.00 pm - 3.30 pm
Technical Session 14 : Marketing

Panelist
l
Prof. Satyasiba Das, IIM Raipur, India

1. New Entrepreneur's Dilemma: Dealer vs. Retail
Priya Grover & Tanushree Sharma
2. Positron Energy Private Limited
Suresh Malodia
3. Can Customer Specific Service Help in Revival of SZTC?
Garima Singh & Sidh Kumar
4. Opinion Polls: Complexities and Errors
Krishna Akalamkam
5. NeeraThe Untapped Potential of a Coconut Health Drink
Cris Abraham Kochukalam
6. Successful and Significant: The Brand Journey of Jagan
Institute of Management Studies
Yukti Ahuja Sharma & Pooja Jain
2.00 pm - 3.30 pm
Technical Session 15 : HR & OB

Panelist
l
Prof. Pankaj Singh, IIM Raipur, India

1. PARIVARTAN A Training & Development Program
Planning and Implementation at MEWCI
Brijesh Singh & Balaji Singh
2. A Case Study on Formulating and Implementing Talent
Acquisition Process for Client Success
Shreya Gupta
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GSMC2014
3. Do we need to value Intangible Assets to know the true

Market Value of Firm: A Case of Successful Indian
Company
Neerja Kashive
4. Self-Managed Teams: Transforming Commitment to
Growth and Empowerment
Agna Fernandez
5. Sports Roots: The Challenge of Transforming Sports in
India
Aashish Mehra & Naveen Savita
6. A Case on Contract Labours
Esrafil Ali & Shashank Mittal
3.30 pm - 5.00 pm
Valedictory Session
3.30 pm - 3.40 pm
Concluding Remarks by Prof. S.K. Mitra, IIM Raipur
3.40 pm - 3.55 pm
Address by Dr. Nagendra Chowdhary, TCLL
3.55 pm - 4.15 pm
Key note address by Prof. Mithileshwar Jha, IIM Bangalore
4.15 pm - 4.35 pm
Valedictory Address by Prof. B. S. Sahay, IIM Raipur
4.35 pm - 4.50 pm
Distribution of Award
4.50 pm - 5.00 pm
Vote of Thanks by Prof. Ashish Garg, IIM Raipur
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RAIPUR
6.
Abstracts
Technical Session 1 (TS1):- Finance
TS1-1:
Case Based Approach To Decision Making A Cognitive Management Process.

Chandrani Singh, Sinhgad Institute of Business Administration and Research, Pune
It is said that organizational effectiveness comes with effectiveness in Decision
Making. This skill is essentially required in Managers taking strategic, tactical and
operational decisions within the organizations. To take the decisions Managers
require Decision Making tools. These tools have their own unique characteristics and
can be used according to business situations and conditions. They not only help in
taking business decisions but also provide the right direction for simple problems
too. The study on case based approach to decision making explains the concept
around which the tools are designed and uses an exemplary approach for readers to
get better understanding and insight of these tools. The various decision making tools
are used for solving a common business case throughout the chapter and numerous
examples to bring in clarity to the readers. The study starts with the Cost Benefit
Analysis tool. The technique of Cost Benefit Analysis provides an aid to the Manager
in narrowing down to a decision by analyzing cost incurred and benefits/profits
obtained post the implementation of the decision. An example and a case situation
has been treated using this decision tool to arrive at a strategic decision in the
subsequent sections. The Force Field Analysis scores on the strength and weaknesses
of forces applied during decision making. The example and case taken up for
discussion in the subsequent sections makes it evident that with the aid of this tool
one can arrive at a precise decision.
TS1-2:
SFPCL As the Golden Gateway towards Success of Agribusiness in India

Vidhya Srinivas, ITM
SFPCL as the golden gateway towards success of Agribusiness in India. India
being an agriculturist country is standing at cusp. With the retail boom in the country
most of the corporates have been venturing in this new found interest of agribusiness,
as there has been dramatic shift from purchasing at neighborhood kirana stores to
shopping at supermarkets. But along with this there truth remains that between 1995
and 2010, one and a half lakh farmers committed suicide across the country. How that
is, when the corporates and capitalist are rushing into agriculture in droves, the
farmers are rushing out of it.
TS1-3:
Ruchi Soya Industry Ltd

Brahmadev Panda & Manas Kumar Pal, Institute of Management and Information
Science, Bhubaneswar
This case study focuses on how merger and acquisition navigated Ruchi Soya in
eliminating competition and tapping the opportunity in the edible oil industry, which
was instrumental in making Ruchi Soya the market leader. It focuses on the business
performance analysis of Ruchi Soya's amalgamation and its related issues. Ruchi
Soya has started in 1986 and primarily dealt with processing of oil-seeds, refining of
crude oil and food products from soya. Its brand portfolio includes Nutrela, Ruchi
Gold, Ruchi Star, Sunrich and Mahakosh. These brands are well rooted and have a
strong market presence. It has 22 manufacturing plants, 5642 non-exclusive
distributors covering over 2,210 towns and over 725, 000 retail outlets as on FY2013.
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GSMC2014
TS1-4:
A Study on the Slow Moving Exchange Rate

Deepika Dhingra, IILM Institute for Higher Education, New Delhi
Currency variations are a usual result of the floating exchange rate structure that is
the standard for most chief economies. The exchange rate of one currency opposed to
the other is influenced by numerous fundamental and technological issues. These
comprise relative supply and demand of the two currencies, financial presentation,
attitude for price increase, interest rate differentials, capital flows, technical support
and conflict levels, and so on. As these causes are usually in a state of continuous
instability, currency values vary from one instant to the next. But although a
currency's level is mainly supposed to be determined by the underlying economy, the
tables are frequently turned, as enormous movements in a currency can dictate the
economy's fortunes. In these circumstances, a currency becomes the tail that wags
the dog, in a manner of communication.
TS1-5:
Financial Inclusion and Micro-Finance Financing For Better Family Ties and Lesser
Violence
Rakesh Guglani, Asia-Pacific Institute of Management, New Delhi
Domestic violence and increasing disrespect to women across diverse communities,
cultures and national geographies has raised sanctity of mankind around the world.
Serious issues like abduction, physical assault and domestic violence, despise within
and outside families hassle everyone all the time that our societal values and ethics
have become dissonant to family ties. In Indian context, these issues are more
assiduous as we believe in our families irrespective of our castes, culture and legacy.
Still, skewed sex ratio, female illiteracy, deprivation of rights such as for education,
health, and property and gender bias depict morose prospects of achieving economic
liberalization and social empowerment without addressing these issues in wellstructured and planned manner. Financial inclusion and microfinance are globally
accepted tools for development and empowerment.
TS1-6:
Hostile Takeover in Infrastructure Sector In India The Case Of IVRCL

S Kasturi Rangan, B V Raju Institute of Technology, Narsapur
IVRCL is a Hyderabad based infrastructure company engaged in developing
infrastructure in the areas of Water, National Highways, Industrial structures etc. The
company had seen meteoric rise from a turnover of around Rs.4billion in 2001-02 to
about Rs.56 billion in 2010-11. During early 2012, IVRCL was jolted by the Subhash
Chandra led Essel Group with a hostile takeover bid. The Essel group had acquired a
significant holding alongwith a few other Persons Acting in Concert (PAC). At the
time of the threatened takeover, the promoters of IVRCL were holding about 11% of
the equity of the company. The total holding of the PAC, at around 12%, had
exceeded the holding of the promoters and had the opportunity to change the
management of the company. The trigger for this acquisition was the prospects for
infrastructure projects and also the engineering capabilities which IVRCL had built
within a short span of 10 years.
TS1-7:
Beml Limited - Value Creation is Inevitable

Anupam Panigrahi, National Centre for Applied Economics & Policy Research
Kanpur & Mamta Gaur, VeL Tech Businerss School, Chennai
Value creation is not only related to any specific functional area of an organisation it
is also related to the integrated approach of all the separate functional areas and sub
functional areas to work smoother so that the organisation will bring best out of its
operation. This case of BEML Limited is a perfect case that shows how the company
is lacking in value creation and it is inevitable for it to create value. The case is based
on the primary as well as secondary research where in the case of primary research it
was in the form of interviews taken from the people from the organisation, real
business problems and situations and in secondary research method we had taken
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proper references through different sources and the references are available. The lack
of financial strategies has made BEML a weak form of organisation where the value
creation is negligible. Hence the objective of this case has brought out many of the
citations and the inputs that will show how there is a strong requirement for BEML
Limited to create value utilising its available resources and to enhance the capacity to
create value through Capital Structure, Cost of Capital, Company's Diversification
Policy, and Mergers & Acquisitions.
TS1-8:
The Acquisition of Patni Computer Systems Limited

Puneet Dublish, NIILM-Centre for Management Studies, Greater Noida
The case study 'iGate acquisition of Patni' discusses how iGate Corporation, the
United States based, NASDAQ listed, IT and ITES company, acquired India's sixth
largest IT services and business solution provider, Patni Computer Systems Limited
on January 10, 2011. The size of the deal was US$ 1.2 billion, which made it the
second largest deal in the Indian IT space. The deal was interesting as Patni was two
and half times bigger than iGate and the latter had taken a debt of around US$ 700
million to finance it. This acquisition created a Tier-I IT player with revenues of US$
1 billion and a 25,000 human force. However, an acquisition brings with its own
challenges and the iGate management has to overcome these in order to make the
acquisition successful. This case has been written for class room discussion to
highlight various aspects of mergers and acquisitions like regulatory, valuation and
financing, takeover, delisting, sources of value creation/synergy and post-acquisition
integration. Further through this case a student will be required to explore the
valuation deal (overvalued or undervalued) and post-acquisition integration
performance.
Technical Session 2 (TS 2) : Marketing

TS2-1:
Role of Business and Marketing Strategy in Creating Competitive Advantage for

Vindhya Herbal Brand A Brand of Non-Profit Organization
Poornima Mishra & Manmohan Yadav, IIFM, Bhopal
Non Timber Forest Products (NTFPs) are an important source of livelihood for forest
dwellers in the state of Madhya Pradesh. Madhya Pradesh Minor Forest Produce
(Trading & Development) Co-operative Federation has taken various initiatives for
production, collection, processing and marketing of nationalized and nonnationalized NTFPs to provide employment opportunities to the local people, under
the brand name of Vindhya Herbal. Federation has more than 350 different types of
Ayurvedic and herbal products, which are marketed through a retail network of
Sanjeevani stores spread over various district of M.P. The present case highlights
the various issues related to business and marketing strategies of Vindhya herbal
brand, as the sales figures were not very impressive for last three year. After a
financial analysis, it was found that firm's sales was declining since the last three
years, while Indian herbal industry is growing with annual compounded growth of 20
percent. Industry analysis also indicated that industry has huge potential and is
expected to hit INR 15,000 crores by the year 2015
TS2-2:
Modi Kurta - Modi Mania or Marketing Myopia: A Marketing Challenge

Anshul Mathur & S.Balamoorthy, IIM, Ahmedabad
In India figures like Mahatma Gandhi, Jawahar Lal Nehru, Indira Gandhi have
inspired people and business at large. One of the ways was their unique dressing
sense which was followed across the country and has continued till date. A similar
trend has been observed recently as BJP Prime Minister Narendra Modi has provided
a new breakthrough to the Indian fashion industry with his uniquely styled Kurta Modi-Kurta. Mr. Jitendra Chauhan, Founder Chairman & MD of JadeBlue holds
the exclusive right to tailor Modi Kurta. He manages to sell close to 10,000 such
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kurtas in a year. The brand has also got some major attention from Gujratis in USA &
UK, but so far not much attention has been paid towards marketing activities for
Modi-Kurta. There is stiff competition from competitors like Fab India, Tribe India,
Aura, Khadi Bhandar and also some online e-stores such as Flipkart, Myntra, Jabong
who offer regular Kurtas. To capitalize on the Brand Name Narendra Modi, a new
concept Namostore is on its way which is promoted by relatives of Narendra Modi
himself. To add on to Modi Mania; from namo tea stall to namo beer mugs, paper
towels, lunch boxes etc. are already there in markets. With such developments,
JadeBlue is now planning to offer Modi Kurta for children, Modi Kurtis for women
and also Modi Pathani Kurta shortly.
TS2-3:
Evomo: Positioning Saavaj

Pinaki Roy & Kapil Khandeparkar,IIM Ahmedabad & Manoj Motiani, IIM, Indore
The case puts the students in the shoes of Abhinav Das, lead designer and CEO of
Evomo, as he faces the problem of positioning Evomo's first product, Savaaj, a Rural
Utility Vehicle (RUV). Abhinav and his team developed Saavaj as an alternative to
the unreliable yet much used Jugaad. Jugaads are makeshift vehicles put together
using spare engines, often those used to power irrigation pumps, and a 'cycle and cart
assembly' as the vehicle's main body. These vehicles are used for transporting both
goods and people. They are known for poor brakes, low top speeds, and a large
number of safety concerns. In comparison, Saavaj comes with proper registration
papers, much higher top speeds and braking systems, a much stronger chassis and
engine, and higher horse power. However, this enhanced functionality makes Savaaj
a possible competitor to mini trucks like the 'TATA Ace' as well. Team Evomo has to
decide how it should position Saavaj in the market. Should it be positioned as a better,
safer, and stronger Jugaad, or a cheaper yet durable competitor to mini trucks in the
Tata Ace league? The possible price point of Saavaj falls between Rs 50,000 (avg.
price of a Jugaad) and Rs 3,00,000 (avg ex-showroom price of Tata Ace). Team
Evomo needs to consider the target population, which might encompass both the
mini-truck and the bullock-cart market.
TS2-4:
S- Mart Retail How to Get Pricing Right

Abhilash G. Nambudiri, Rajagiri Business School, Kerala
This case is about how S-mart which during its aggressive geographic expansion
phase, missed out on the pricing part. Spatial spread of retail stores within a city will
have impact on the way consumers perceive various aspects of retail, among which
pricing is the most critical along with range of SKUs. This case discusses the impact
of such spatial spread and other factors such as proximity to wholesale market which
creates additional benchmarking pressures to the modern retail formats.
TS2-5:
Flipkart: Challenging Journey from Phenomenal Valuations to Customer Excellence

Praveen Gupta, LBSIM, New Delhi
Flipkart's soaring valuation is the success story of entrepreneurship & resilient spirit
of Indians. Flipkart acquired Myntra.com and within a span of two months its
valuation jumped to more than double. The company attracted an investment of USD
1 billion from the global investors unheard of earlier. This additional investment will
help in upgrading the operations at par with global companies and concurrently
focusing on greater customer acquisition. E-commerce in India holds huge promises
in future. Starting with selling books online in 2007, Flipkart has diversified into full
range of products acquiring many smaller companies on the way. Growing internet
and broadband penetration in the country helped the cause of Indian e-commerce
industry though it is less 15% of 1.3 billion people. The healthy growth of GDP in the
period 2001-2014, greater amount of disposable income, migration towards urban
areas and younger India's affinity towards technology are also contributing towards
spiraling growth of e-commerce. But the growing question is can Flipkart hold the
fort in face competition like Jabong.com, Snapdeal.com, Junglee.com, Ebay.in and
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especially the Amazon.com. Apart from stiff competition, Flipkart has yet to reflect
profitability.
TS2-6:
Should the Maharaja Abdicate?

Arvind Shukla & Sangeeta Shukla, BIMTECH
When in June 2014 the new Prime Minister of India, suggested that the 68 years old
Maharaja mascot of Air India should now abdicate its position for the potent Aam
aadmi (the plebeian one ) , the suggestion meant different things for different people.
For the ailing Air India in particular and the Indian aviation industry in general, for
the marketing re-branding gurus , for the optimistic Indian populace waiting for new
Government's magic wand to wipe all troubles away. For everybody the suggestion
had many overtones and gave rise to some interesting discussions at different forums.
TS2-7:
Ayzh: Improving Health and Livelihood of Women Using Business Solutions

Neha Kaur, Central University of Jharkhand
Maternal health is one of the most pressing issues in developing countries, with
millions of women struggling on a daily basis to get access to basic health care for
themselves and their children. According to the World Health Organization, almost
11% of maternal deaths globally occur due to unsanitary birthing conditions1.
Despite the number of schemes and initiatives to improve quality aspects of maternal
health care, India continues to contribute about a quarter of total global maternal
deaths. To lift a massive future women population out of such danger, merely
contributions by governments and NGOs are not enough. Knowing this, Zubaida
Bai, an engineer by training and designer of several low-cost products founded
AYZH, a for-profit organization that designs, develops and delivers lifesaving
products and improves the health and livelihood of impoverished women using
business solutions that are financially sustainable. AYZH launched its first core
product, JANMA, a 150 INR clean birth kit, to help hospitals and non-profit
organizations prevent infection at the time of birth and reduce maternal mortality.
Technical Session 3 (TS 3) : HR & OB

TS3-1:
Challenges for Organization to Remove None Performing Staff and Retaining A

Talent
S. Subramaniam, Datta Meghe Institute of Management Studies, Nagpur
In the 1990s, THE WAR FOR TALENT was rightly identified. Labor markets were
tight and the best companies fought hard for the best people. The concept was simple:
in an increasingly knowledge-based economy, organizations with the deepest talent
bank would have a natural competitive advantage. But as the economy has begun to
loosen, is talent now less of an issue? Talking to CEOs and HR directors, the answer
is definitely no. Finding, engaging and retaining talent is still the thing that keeps
most senior executives awake at night. Talent retention is the biggest challenge that
any organization is facing at present. This has result into the researcher to write this
case.
TS3-2:
The Divide-A Case Study

Jaidev Poomath, Sree Narayana Guru Institute of Science and Technology, Kerala
Electronic appliances manufacturer V-Guard was on an ambitious growth plan,
adding business verticals and reaching out to northern regions of the country. Though
the brand was well known and well received in the southern parts of India, brand
building in North India remained a challenge. The company was successful in
reaching out to its external customers through its marketing efforts. But the same
could not be said about its internal customers. Attrition was a problem, especially in
the North. V-Guard took its recruits through lateral hiring. The HR department was
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trying its level best to communicate with employees and create a favourable working
environment. The attrition levels were at a healthy 6% down south, but the same
stood at a worrying 15% towards the north. The founder Chairman Mr. Kochouseph
Chittilappally is a revered business figure back home. His generous acts of
philanthropy have won him numerous fans. He even donated his kidney to create
awareness about organ donation. His humble background and industrious nature won
him accolades. Quality was never compromised for growth. Mr.Chittilappally is
known to be a reasonable and just man, and his presence helped the brand to attract
and retain talent. The history and legacy of the promoter helped in making the
recruiter aspirational to the youth down south. But this impact was not visible in
Northern parts of the country. Though the work culture facilitates career growth,
attrition remained a fact hard to ignore.
TS3-3:
How Mismanaging Performance Could Result In Fire of a Right Employee:

A Case Study
Sonam Jain, IIM Indore
The case deals with Performance Management and Training aspects of Human
Resource Management. The case revolves around Sarah, a young faculty at a
management institute and managing performance of this employee by the Director,
Colleagues, Founders (referred to as Management in the case) and organizational
culture of the Institute. Sarah, the young multi-talented MBA graduate from a small
city joins as Lecturer in a recently inaugurated Management Institute that was
established by four young entrepreneurs. She faces problems related to her attitude
and way of working towards her existing colleagues and prevailing Institute culture.
Her talent was utilized at numerous occasions in the Institute. The Institute even
asked her to design brochures and prints ads through her writing skill. In no time, she
was praised by students for her teaching and mentoring. Despite her efforts of
adjusting with the Director, colleagues and organizational culture all the way
maintaining her performance and delivering the expected outputs to the Institute, she
failed and was fired from her job without a prior notice.
TS3-4:
Academia - Industry Gap

Rajesh Palayil, Koshys Group of Institution
One of the leading institutes in management education, KGI-Koshy Group of
Institution, based in Bangalore, attracts students from various parts of the country
and abroad for its Management Program. They have a sprawling campus with
superior facilities for its students. There are auditorium, seminar halls, good library
with vast repertoire , amongst all other infrastructural facilities. They have an ideal
mix of faculty comprising of rich industry experience, supported by eminent visiting
faculty from diverse field. They have been adopting contemporary pedagogy with
success.. Students are mentored well by the faculty and industry experts who visit
them in campus. . The campus is buzz with activities and they are encouraged to be an
entrepreneur by the EDP cell.
TS3-5:
Workplace Deviance: The Case of Absenteeism at Bharat Petroleum Corporation

Limited (BPCL)
Preeti S. Rawat, Amitabh Sengupta, Saboor Sirwa & Chayanika Malik, K J Somaiya
Institute of Management Studies and Research,Mumbai
The case is about chronic absenteeism in the Coimbatore Liquefied Petroleum Gas
(LPG) bottling plant of the Bharat Petroleum Corporation Limited (BPCL). BPCL is
a petroleum public sector undertaking, headquartered in Mumbai, Maharashtra,
India. BPCL has been ranked 225th in the Fortune Global 500 rankings of the world's
biggest corporations for the year 2012. The erring employees had failed to report for
duty on an average for more than 200 days in a year during the last 2-3 years. They
had been subject to disciplinary actions in the past through formal disciplinary
procedures and on the last occasion were awarded the punishment of withholding of
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yearly increment. However, these actions did not yield any positive result and they
did not mend their ways. Therefore, Senior Manager (Personnel) came from the
head-office to help find a solution. On enquiring he found that the root cause of the
problem was alcoholism which was causing absenteeism.
TS3-6:
Turbulence at the Automobile Unit Located In Pune - From Genesis to Juncture

Madhu Shridhar & Pooja Upadhyay, AISSMS, Institute of Management, Pune
There is always an obvious and not- so- obvious side of the dispute .Generally the
obvious reason from the workers perspective always depicts the management as a
spoil sport ready to put them in the docks, whereas reverse is the story from the
management side. But not so obvious reason is the real culprit to the flare up, which
do not come out in the open. It is only when genuine efforts are put by both the
concerned parties to resolve the not so obvious reason, peace can be brought This
case study is a factual one which reflects on the industrial relation affecting both the
organization and its workers. It deals with a plethora of activities and events that led
the Management of leading automobile company to shut down temporarily.
Technical Session 4 (TS 4) : Finance

TS4-1:
Should Infosys Buy Back Its Shares?

Keyur Thaker, Indian Institute of Management Indore
This case focuses on the cash holding, capital structure (negative debt) and
management of earnings and dividend decisions in a fast growing and highly
profitable IT company. The case is set in August 2014 when the new non-founder
CEO takes over charge of the bellwether Indian IT Company, Infosys Ltd. On the
occasion one of the suggestions new CEO receives from the former CFO and cofounders is to announce share buy back immediately. They also raise concern over
the abrupt change in the leadership with non-founders taking over and demand share
buyback to restore the faith of shareowners. The case provides interesting setting to
discuss why some companies hold lot of cash, which might lower the returns on
equity holders. Should the company shell out excess cash to buy back shares? The
case provides a rare setting to examine agency issue in context of the capital
structure, cash holding and dividend decisions. The former CFO's who in the past as
managers of Infosys defended excessive cash holdings as prudent business sense,
now as shareholder put forward strong case of buy back to retire excessive cash
holding when non-founders would take over leadership of the company. The case
provides ample opportunity to discuss theory and practice of corporate cash holdings
and dividend policy bonus, share buyback, stock split.
TS4-2:
Case Study P2P Microfinance & Allied Services: Strategy Adopted To Face
Challenges in Financial Inclusion Space
Arun Kumar Vaish, Birla Institute of Technology and Science & Soni Agrawal,
International Management Institute, New Delhi
Millions of people in rural areas in developing countries do not get access to formal
and informal financial services as numbers of people who are still deprived or remain
un-served may be more, and in general the demand for financial services far exceeds
the current available supply. Despite the Reserve Bank of India's directive in 2006,
the initiative of financial inclusion through business correspondent remains an uphill
task. In order to provide financial services to poor on continuing basis, p2P
Microfinance & Allied Services entered into business realizing the needs of the poor
people who live in rural areas. At present financial inclusion is a national priority with
special emphasis provided through 'Jan Dhan Yojna'. The company started with a
very small capital in contrast with the major leading players in the domain. It adopted
an approach of spending low amount on advertisement and other physical
administrative set-ups. The primary focus of the company was to achieve high
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performance and to uphold the goodwill of the company based on providing quality
services to rural people with a personalized touch. The continuous efforts paid in a
way that presently, company is operating from 5 locations to 700 locations with a
transaction turnover of Rs.18 crores approximately in just three years.
TS4-3:
Flipkart and Myntra: Acquisition and Future Strategy

Rima Mondal & Soham Sarkar, IIM Indore
With a decision to acquire Myntra for increasing market share and competing better,
Flipkart faces challenge to overcome its own losses. There is a twofold scenario in
front of Flipkart. On one hand, Indian e-commerce business is growing at a pace
never seen before with fast growing number and income of Indian middle class, their
higher share of disposable income and relaxation of Government's regulations
regarding FDI in e-commerce. On the other hand, there was five times increase in
expenses of Flipkart (from 265.6 crores to 1,366 crores) since 2012. It also reported
loss of 281.7 crore in 2013 up from 109.9 crores in 2012. Despite losses due to
increased expenses, there was fivefold increase in revenue which stands at Rs 1,180
crores in 2012. Recently, the world renowned company, Amazon joined the league of
e-commerce market in India. In such a scenario, Flipkart's move to acquire Myntra
for catering growing competition seems right. Flipkart and Myntra have diversified
forte. Flipkart started online sale of books followed by electronics, kitchen
appliances etc whereas Myntra took up the fashion and clothing domain. This type of
strategic merger is categorized under 'product-market development strategy' given
by Ansoff's product market expansion grid'. Fashion industry reported highest
margin of 35-40 percent among all product, so Flipkart may expect to increase its
margin by acquiring Myntra. In order to capture market share, Flipkart floated Big
Billion Sale to its customers but failed miserably. To meet the challenge of increasing
expenses, Flipkart must focus on its operations and other business strategy.
TS4-4:
Reviewing Of Accounting Information System on Account Payable Process in

Pharmaceutical Company
Parth, S. Riasudeen & Dhruv Shankar Dutta, Pondicherry University
The case discusses on modification of existing accounting information system being
practiced by the leading pharmaceutical company. The transaction in the existing
system is strictly through a centralized online transaction processor (C.O.L.T.P).
Even though the company has well-defined and established accounting information
system, the payments to vendors were delayed causing the problem of vendor
relationship. The company had a focus on imperative measures for maximizing
earnings while continuing the cordial relationship with its vendors. Hence, this case
addresses the issues in present account payable process and identifies that reduction
of cycle time in payment process enhances effectiveness of the existing payment
system. The suggested improvement in the accounting system can contribute
towards generation of additional wealth and enhanced vendor relationship.
TS4-5:
Close-Ended Fund Shining In Indian Mutual Fund Market - An Insight

A.D.J. Rajesh & S. Clifford Paul, M.A.M. College of Engineering, TamilNadu
The Indian Mutual Fund market is in the advent of close-ended equity funds, which
is substantiated, such that, out of the 33 equity NFO's in the market during 2014, 21
schemes are closed-ended funds, with lock-in periods. This raise in trend, brings into
play, the rhetorical question; do fund managers prefer close-ended funds? and if so,
why?, Or does the investor perception change towards open-ended equity fund,
Or is the market climate and dynamics more suitable for long term-plan than shortterm plan? Another evidence, shows that improved market sentiment helped mutual
fund companies to pick up shares worth to Rs. 6000 crore in August 2014, making it
the highest monthly inflow in more than 6 years. This case highlights (i) the fund
manager's ability in managing Closed-ended / Opened-ended funds. In practice,
Active fund manager's performance depends on three combinations: strategic
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allocation of fund's corpus, selection of securities, and periodic market movements.

(ii) The evaluation of the validity of the models used in closed-ended funds in Indian
context. (iii) Need and utility function of debt-instruments in the closed-end funds.
The return patterns of close-ended funds invested in ELSS is presented and is the
scope of this case study.
TS4-6:
Striking New Heights Facebook Acquisition of WhatsApp

Vaishali Rahate & Parveen Shaikh, Datta Meghe Institute of Management Studies,
Nagpur
With more than 450 million monthly users and a million more signing up each
day,WhatsApp was leading the race in the international mobile messaging domain.
Facebook's biggest acquisition after that of Skype for $8.5 billion and after
Zuckerbergs firm Raised $16 billion in the record breaking tech-sector public stock
offering : Facebook's acquisition of WhatsApp for a huge sum of $US 19 billion, has
raised many eyebrows. This case discusses the various strategies adopted by
Facebook as their Growth plan for expansion in the Global front of Social
Networking. The case will help the students of Strategic Management to make a
SWOT analysis of the Acquisition deal. Also the case attempt to discuss the various
issues in this acquisition: Was the huge Transaction size worth? Was it a desperate
move of Facebook? What do the investors think about the acquisition? Will this step,
be a threat or opportunity for competing platforms? The data for this analytical case
will be collected through primary resources (Interviews/Semi structure
questionnaires) and secondary sources (Media Reports and company websites.)
TS4-7:
Prosharpe Wealth Management

Rajesh Chakrabarti, Bharti Institute of Public Policy, Indian School of Business,
Mohali, Nupur Pavan Bang, Insurance Information Bureau of India, Hyderabad &
Puran Singh, BITS-Pilani
On November 8, 2010, Ramanjaneyulu Vaidyula, sitting in his air conditioned office
in Hyderabad, India, felt a trickle of sweat on his forehead as he leaned forward in his
chair to have a closer look at his computer terminal. He was holding the mouse tight
in one hand while gripping the armrest of his chair with the other. For a moment he
thought his eyes were failing him, but that was not the case. He loosened his tie,
wiped the sweat, drank a sip of water and slummed back in the chair. He had just lost
over INR 1.5 million in intra-day stock market transactions.
Technical Session 5 (TS5): Marketing

TS5-1:
Developing E-Marketing Strategy for Fabtech Projects and Engineers Ltd

Pallavi Sajanapwar, Ashwini Jogi, & Preetam Rupnar, Indira Institute of
Management, Pune
Fabtech Project and Engineers Ltd Pune (FPEL) established in the year 1992 has
positioned itself as pioneers in engineering, procurement and construction (EPC)
service to oil and gas sector in India. Working on two segment, projects (EPC) and
static, while former deals in serving the requirement of oil and gas companies like
manufacturing relatively large process equipment like pressure vessel, mounded
bullet and sulphur recovery unit etc on site itself and the later deals with designing
and manufacturing of process equipment. Project segment follows tendering process
which is carried out by major oil and gas companies in India on other hand Static
segment receives enquiry through search engine like Google Search.
EPC was witnessing a sluggish and below par growth rate and high competition.
Board of Directors of FPEL were in favor of expanding the static segment as it has
tremendous opportunities since it receives enquiry from all over the world. FPEL
follows marketing practice like advertising in journal and participating in trade show.
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BOD's concerns were that these practices are not helping the static segment as the
target audience is not at cynosure and so wanted to know if E marketing will help.
TS5-2:
Sonalika Rotavator The Road Ahead

Rajesh Verma, Mithilesh Pandey & Kangna Chhabra, Lovely Professional
University
Agriculture continues to be the backbone of the economy of the Punjab State which is
also known as 'Food Basket' of the country. The future growth of the sector and state
will largely depend upon public policies supported by the developments & use of
technology including farm machinery. To facilitate persistence of green revolution
and to support the Indian farmers with mechanization technology, Sonalika Group
which is a renowned name is one of the top three tractor selling companies in India,
established Sonalika Agro Industries Corporation to diversify into related area of
farm equipment manufacturing.
In the year 2000, Sonalika extended the brand name to rotavators, and today has a
wide range of products in terms of price and sizes of the rotavators. The sale of
rotavator depends heavily on external environment factors such as season,
government subsidies, agricultural scenario, migrant labors etc.
TS5-3:
Marketing Information System (Mkis): Synthesis Of Survey Based Results And

Case Study For Manufacturing SMES Of Punjab
Rahul Hakhu, Chandigarh University, Ravi Kiran, Thapar University & D.P.Goyal,
Management Development Institute, Gurgaon
This study deals with synthesis of the survey based results for 140 SMEs from the
three sectors, i.e., cutting tools, sports goods and bicycle components of Punjab and
also Case study analysis for six firms of which 2 firms producing Cutting Tools, 2
firms producing Sports Goods and 2 firms producing Bicycle Components
respectively. The synthesis is done keeping success factor of Marketing Information
System (MkIS) as a dependent variable of the MkIS Model. The independent
variables of the study are, MkIS Design Characteristics, Capabilities of MkIS,
Primary Characteristics of MkIS, Hindrance Factors of MkIS and Factors underlying
MkIS Sophistication. It is analysed that Accurate Information and Timely
Information are the top priorities amongst the MkIS Design Characteristics. The high
priority is given to sophisticated analysis of data which has an ability to make
recommendations as an aid to decision making and provides valuable decision
support information as the top priorities amongst the Capabilities of MkIS. It is
analysed that Emails of Internet along with processed information which is
maintained in the database are the top priorities amongst the Primary Characteristics
of MkIS.
TS5-4:
Ganesh Bhel & Chaat Products Pvt Ltd: Pioneering Transformation from
Unorganized To Organized Service Retail
Dipanjay Bhalerao , ,Indira Institute of Management, Pune
Indian service retail industry witnessed a sea of change in the way consumer
preferences. The implication of that was evident in brain storming at Ganesh Bhel,
which was the most popular destination for its taste of bhelpuri and other chaat
products (the popular traditional Indian tasty & spicy fast food category).August
2008, at the famous & crowded Ganesh Bhel retail outlet, Mr. Dinesh & Rupesh
Gudmewar were having through discussion going on with their father Mr. Ramesh
Gudmewar, (Founder of Ganesh Bhel in 1978 in Pune city) on transforming it from a
commodity business into an organized enterprise. Mr. Ramesh wondered on how
traditionally kiosk business could be run like an organized business. Mr. Dinesh
wanted Ganesh Bhel to evolve in to organization with strong brand name
synonymous to taste & quality. Apart from other challenges of paucity of resources,
the major challenge for the Gen-Next was to convince Mr. Ramesh whether this
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could be made a reality, as nobody did this before in Pune. The study of Dinesh &
Rupesh was saying about consumers turning towards better quality products &
service. The way from a roadside vendor to a famous Bhelpuri Store could no more
be smooth just by selling. Their business needed right marketing strategy to turn their
dreams of creating an organized fast food service retail company in to reality. It was a
critical time for them to prepare a right marketing strategy for the future evolution.
TS 5-5 :
Development of a logistics Park and Free Trade Warehousing Zone in Nagpur

Amishi Arora
The Indian economy has been growing leading to an emergence of innovative
practices to allow business and public service to operate at a higher growth rate in an
environment where the support systems are getting augmented concurrently. In this
case, the researcher will present the status of the evolving logistics sector in India,
innovations therein through interesting business models and the challenges that it
might face and the explore the prospect of a logistic park and free trade warehousing
zone Broadly speaking, the India logistics sector, as elsewhere, comprises the entire
inbound and outbound segments of the manufacturing and service supply chains. Of
late, the logistics infrastructure has received lot of attention both from business and
industry as well as policy makers. However, the role of managing this infrastructure
(or the logistics management regimen) to effectively compete has been slightly
under-emphasized. Inadequate logistics infrastructure has an effect of creating
bottlenecks in the growth of an economy; the logistics management regimen has the
capability of overcoming the disadvantages of the infrastructure in the short run
while providing cutting edge competitiveness in the long term. It is here that exist
several challenges as well as opportunities for the Indian economy. There are several
models that seem to be emerging based on the critical needs of the India economy that
can stand as viable models for other global economies as well.
TS 5-6 :
Zari boxes india: need to think inside the box?

Subhadip Roy, Subhalaxmi Mohapatra, IIM Udaipur
Aditya Agarwal founded Zari Boxes India in 2011 as an export firm of boxes with
Indian Zari Handicraft. Aditya started the company as a small business and with a
unique HR policy and motivated employees; he could gain reputation as a seller of
Zari decorated boxes to international buyers. However, post 2013 there were many
challenges he was facing from the international market such as threat of losing
market to cheap low quality competitors, buyers defaulting, shifting trends and the
like. Moreover, by 2013, he had already invested in scaling up his business and a drop
in demand would create a dual loss for him both in revenues and in recovering the
investment incurred for upgrading the scale of production. One of the ways out was to
explore additional international markets where Aditya had not ventured before. The
other option was to explore the domestic market where demand was there for his
product, but the product form and positioning had to be changed. Aditya had faced
mixed success in the domestic market but had not really explored its potential until
2013. On the brighter side, the change in product form and positioning may help him
to recover the foothold he lost in the international market.
TS 5-6 :
I&C Gas' Foray into India: The Competitive Strategies

Tanuja Kaushik, G D Goenka University & Uma Nagarajan, IIMT-Oxford Brookes
University
I&C Gas had been making losses consecutively for the last seven years (1997-2003).
The CEO called for a meeting of his department heads to discuss their financial
statements. The financial statements presented a very gloomy picture. The capital
expenditure of the company was high and revenues were not sufficient to set off the
expenses. A radical and innovative strategy had to be thought of if the company was
to continue its operations in India.
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Technical Session 6 (TS 6) : Strategy and General Management

TS6-1:
Lush: A Rarity in the Cosmetics Industry

Achyut Telang & Gaurav Bhatt,IBS Hyderabad
This case is about a successful entrepreneurial startup called Lush. Mark
Constantine, a trichologist, started 'Lush' with a single store in the UK in 1995. Lush
went on to become a famous cosmetic company in the world, having over 750 stores
in 45 countries by 2011. Lush was unique in many ways. It had a strong stand against
using chemicals, animal testing and packaging. Lush used a lot of natural materials
like fruits in its products such as soaps, shampoos, gels, etc. To avoid harming the
environment, Lush used as little packaging as possible and mostly had solid
products. Even for transportation, the company innovatively used popcorns to be
eco-friendly as well as to protect the products. Because of natural ingredients, even
the life of their products was longer. Lush also had a unique philosophy to encourage
innovation. Once a year they would have a 'Mafia Meeting' wherein they would
discard one third of their products that weren't doing well. This encouraged
employees to come up with something new and innovative. Mark also had a very
hands-on approach and would be involved in almost every aspect of the company.
TS6-2:
Young Entrepreneur in Security Business: Threats and Challenges

Hitesh Keserwani & Shivali Sharma, Amity University, Lucknow
Determination and hard work are the foundation stones of any new enterprise. The
present case study tries to identify the factors behind the success of a young
entrepreneur who started his security agency at the raw age of 23 years. He comes
from a family of police officers and had no background in business field. An engineer
by profession, he got selected by his dream company TCS during campus
placements. Despite personal temptation and family pressure he decided not to join
TCS and devote all his energy in establishing his security business. His success
within the few years of establishment reflects his exceptional talent and aspirations.
The security agency business was and is still dominated by retired army and police
personnel are who have immense experience of dealing with subordinates and
getting things done. His optimism and clarity of thoughts led him to achieve success
in the field where a young fish could have been easily gobbled by the sharks. He with
his innovative methodologies and enthusiasm is giving tough competition to those
who were powerful enough to scare him out of his dreams.
TS6-3:
Redefining Entrepreneurship- Arunachalam Muruganantham

Smruti Rekha Sahoo, SAI International College of Commerce & Economics
Today, India is the one of the fastest growing countries in the world.
Entrepreneurship plays a vital role in the economic growth of any country and in a
developing country like India, the importance of entrepreneurship increases
manifold. Many people in India have strong entrepreneurial skills, but due to lack of
support and guidance, their vision is not transformed into reality. However, there are
some people, who, against all odds, achieve what they want to because of their
passion, dedication and desire to excel.
It's a tale of an inventor's obsession, in the face of ostracism, which ends in triumph,
with Muruganantham's simple, low-cost machine for the production of sanitary
napkin at a very affordable price that transformed the lives of rural women across
India. Muruganantham's decade long experimentation to create an affordable
sanitary pad manufacturing machine for village women is the subject of an incredible
story. In a small town of South India, a man's empathy for his wife has sparked a
revolution. Arunachalam Muruganantham, a school drop-out from a poor family has
revolutionalised the menstrual health of rural women in India.
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TS6-4:
Al- Rashid Food World: Surmounting Adversity

Saurabh & Abid Sultan, Shri Mata Vaishno Devi University
Often entrepreneurs attribute their inefficiencies to the existing geo-political
disadvantage. The literature of entrepreneurship focuses upon the skill, perseverance
as well as the entrepreneurial environment. There is emphasis over the
entrepreneurial rigor along with the persistence even in the region with certain geopolitical disadvantages. The present case of Al-Rashid Food World in Kashmir
region of J&K is an example of an enterprise that has survived and is growing in a
geo-political disadvantage and uncertain environment. It has been successfully
doing business in an environment where the state has been under terror attack. This is
a case of a family business unit that has been steadily growing over the period as a
profitable venture. The entrepreneurial leadership accompanied with perseverance
and consistency has transformed a small idea into an enterprise with turnover of over
crores. This transformation has been possible mainly due the concentrated focus on
the market, customer tastes & preferences.
TS6-5:
When A Shock Becomes a Source of Inspiration: The Entrepreneurial Success

Story of a Bengali Village Boy
Saikat Chakrabarti & Shamindra Nath Sanyal, Institute of Engineering &
Management, Kolkata
TAn Indian village boy, Sailendra Nath Ghosh (Sailen), from the interior of West
Bengal state had come to Kolkata (Calcutta) to study an undergraduate course in
Commerce from Jogesh Chandra Chowdhury College under the University of
Calcutta.
On the final day of the college, while discussing the future plan with some of the
classmates, he started calculating debit and credit part of one's life by considering the
expected income and anticipated expenditure of an individual. It was 1988 and after
graduation, he naturally could claim the eligibility to get a Lower Division Clerk or
Upper Division Clerk job of a Government organisation with a salary of Rs 3000/- Rs. 5000/- per month. After meeting all his monthly expenses he could have saved a
maximum of Rs 1000/- per month and he would retire from his job after 34 years. So,
his life long savings would maximum be Rs. 1000*12*34=Rs 4, 08, 000/- and his
value of life to him as per his calculation was Rs. 4 lakh 8 thousand only! The
calculation was, of course, based on the assumption that the monthly amount of
savings would remain fixed and unaltered throughout the whole length of serviceperiod despite annual increment in the salary. The ever-spiralling price of
commodities would not allow him to increase his savings with a corresponding
increase in salary and dearness allowance etc.
TS6-6:
Emerging Challenges as Facilitator of CSR: Jharcraft A New Hope

Shyamal Gomes, XISS, Ranchi
The World Business Council for Sustainable Development (WBCSD) defines CSR
as the continuing commitment of business to behave ethically and contribute to
economic development while improving the quality of life of their workforce and
their families as well as of the local community and society at large. Therefore, CSR
must follow a 'collaborative strategy' that needs to uphold the ethical standards. The
design, communication and implementation within the organization and society
should be geared for support and motivation of all stakeholders. 'Social
Responsibility' means resource integration to improve the well being of the
community to support and encourage positive social impacts, which do not occur in a
vacuum or single hand. It is a process which is susceptible, in collaboration with
Initiators /promoters, facilitators and the beneficiaries. Although, there are enormous
cases and literature on CSR practices, but specific facilitator's role, its participation
and leadership in developing a global socioecological enterprising juncture; the
obstacles in supporting CSR activities and their root cause analysis are still very few.
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TS6-7:
The Electrode Gamble (A, B)

Mikhail V. Plotnikov, National Research University Higher School of Economics
(Russia)
The case addresses the problems of managing strategic change in a small business
company Kislorod Plus (Niznhny Novgorod, Russia)a local trader of welding
equipment. The story starts with firing the company's executive, who took a number
of dramatic mistakes, and thus failed implementing corporate strategy, ruined the
economy of the firm, and created a significant threat of bankruptcy. Notwithstanding
all the problems of the heavy crisis, the company and the situation still have a number
of opportunities that are to be recognized and pursued in order to save the business
and lead the company to prosperity.
The story is in many aspects typical to numerous small and medium business
companies that fail to manage growth and stumble at the complexity of situation and
factors. The management of the mother company 'Kislorod Group' recognized a
really good market opportunity in the seasonal growth of demand for electrodes
within the local market of Nizhniy Novgorod region. In order to pursue the
opportunity a significant bank loan was taken, but due to the Kislorod Plus
executive's unprofessional actions it was misspent, the inventories lacked electrodes
to be sold, accounts received and accounts payable became completely unbalanced,
and the company's bank account dropped to almost zero.
TS6-8:
Strategic Leadership: A Case of R.C.Bhargava

Deepak Sharma, Lal Bahadur Shastri Institute of Management, New Delhi
Effective strategic leaders are witnessed performing four primary responsibilities (1)
internalizing the organization's vision, mission and core values;(2) working towards
the formulation of strategies, policies and structures that translate vision, mission and
core values into business possibilities; (3)create an environment for organizational
growth and learning; and (4)serve as steward and role model for the others.
R.C.Bhargava (Bhargava) played a strategic role in leading Maruti Udyog Ltd. from
the front, achieved results by the infusion of Japanese management and labour
practices and not following many of the practices applicable to government
companies which enabled Maruti to excel in productivity. Also, whether be it
renewal for Maruti, with its market share rising from 38 per cent to 44 per cent in the
last four years, or a labour standoff of 2011-12, which resulted in violence, a general
manager dead, 100 managers hospitalized with 147 workers arrested and a plant
lockout, Bhargava demonstrated that he possessed the skills and competence to lead
during times of crisis. Bhargava who was elevated to its chairmanship in 2007 has
demonstrated his ability to anticipate, envision, and think strategically by making
stakeholders realize that profits, on a sustained basis, is a necessary condition for any
company to survive for long.
TS6-9:
Value Based E-Health Care - A Case Study of Tata Memorial Centre

Bala Krishnamoorthy, NMIMS, Mumbai & Narayan HKV, Medical Superintendent
of Tata Memorial Centre, Mumbai
Tata Memorial Centre (TMC) a cancer cure hospital provided best healthcare
services. TMC established its credentials for service, education and research, which
contributed to it being rated amongst the ten best hospitals year on year. Starting from
humble moorings TMC has grown to an Institution of high repute from an 80 beds
hospital to 700 beds hospital. TMC held a number of pioneering efforts which
included bone marrow transplantation, external beam radiotherapy (Linear
Accelerator), tumor tissue bank, and bio imaging to name a few. As a government run
facility and well funded by the trust TMC offered excellent services and
postoperative care to the patients.
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The Management team of TMC had ensured that the growth had been orderly and
appropriate to the changing needs of the community. Managing a hospital with
disparate skill sets in the face of ever-increasing demand for services had always
been a challenge in itself. So it became imperative for the hospital to adopt
technology to improve its hospital services and maintain transparency. Patients came
to the hospital from different states in India and across the globe. TMC registered
international and national patients online.
TS6-10:
The Walt Disney: Strategic Acquisition for Achieving Creativity

Nisha , Sushil & Sanjay Dhir, Indian Institute of Technology Delhi
The Walt Disney Company is a leading family entertainment and media enterprise
with total assets of 81,241 million USD. The product portfolio of Walt Disney
includes: consumer products, interactive media, media networks, parks and resorts,
and studio entertainment. Studio entertainment has been the oldest and the core
offering of Walt Disney since its foundation. Today, Disney Studio has its presence
throughout the world through its consumers' offerings namely movies, music and
stage plays. Few big revenue generation movies recently released by Walt Disney
Studio and its affiliates are: Long Ranger, Monsters University, Frozen, Super
Buddies and a long lasting list. The Walt Disney Company releases Feature Films
under the banners of Walt Disney Animation Studios and Pixar Animation Studios;
Disneynature; Marvel Studios; Lucasfilm; and Touchstone Pictures. Not very long
ago, Walt Disney Animation Studio was the lone banner under which Disney had
been releasing its Feature Films. However, during last one and half decade Walt
Disney had made the successful acquisitions or alliances of/with other banners
namely Pixar, Marvel, Playdoms, and Lucasfilms. These acquisitions/alliances
augmented the efficacy of Disney Studios.
Technical Session 7 (TS 7) : Operations and Supply Chain Management

TS7-1:
Green Supply Chain Initiatives for Brand Building-The Case of Tata Motors
Sangeeta Trott , ITM-SIA Business School
Tata motors the name that stand for trust and reliability has won the battle of being the
most sustainable brand. Its effective green supply chain initiatives have proved an
important asset for the brand building process. Objective of study: the main objective
of study is to find out how green supply chain initiatives at Tata motors have
effectively proved to be a catalyst to build a strong brand i.e. Tatas. Another objective
of the cases to also find out the various challenges which the company has faced on
the part of green supply chain initiatives to build a strong brand. Data collection: Data
collection for the case was done through both primary sources including written
questionnaire method and secondary sources including published reports. Pilot study
was done before actual data collection to collect primary data. Data analysis: the data
was qualitatively analyzed in order to draw meaningful conclusion. Implications:
The cases will be highly useful to the students and educators in understanding how
green efforts are vital for successful brand building. It will also be useful to the
corporate houses to benchmark their performance. Last but not the least the study is a
great learning lesson for the society in promoting a greener India.
TS7-2:
Building Vendor Relationship through Purchase to Payment Policy: A Case Study of

FMCG Organization
Aswini Anandane, S. Riasudeen & Dhruv Shankar Dutta , Pondicherry University,
This case analyses the payment system of leading FMCG Company in India
regarding the payment release policy to its vendors. The company has outsourced its
payment system to a leading software organization for releasing the payment through
NEFT and Cheque, if the credit limit is within three days the company itself makes
direct payment to its suppliers. In spite of such regulated policy the company delayed
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the payment to its vendors due to tracking system. This caused delay in supply of
goods resulting in production loss. This case aims at taking corrective measures to
improve the payment policy standards and enhance productivity. The understanding
from this case will have implication in the area of fund flow management and
achievement of operation efficiency through financial activities.
TS7-3:
MAU's Big Transportation Problem

Nitin Varma & Pradip Kumar Bala, IIM Ranchi
Maharishi Ambal University (MAU), a private university apparently catering to
mostly rural areas of Northern Haryana, was set up around 20 years back and now has
over 22,000 students in its various professional courses.
Parents feel that MAU is losing relevance as a place of learning and in a PTA (Parent
Teacher Association) meeting raised a number of issues. One of the key issues which
puts entire learning at stake for the day-scholars isthe University's bus transport
system popularly called the Unibus.
The Chancellor of MAU, Lala Ratan Singh popularly known and respected as
Lalaji or Lala in local parlance, being a hands-on person, has committed to solve
the transportation problem. Lala finds most university officials have no data to
support or deny any hypothesis of problems being put forward by parents. To his
great luck, Lala spots a highly educated N-R-I, Peter in the meeting.
TS7-4:
Channels of Aligning Supply Chain of Sweet Corn Processor for Growth

N Chandrasekaran
Sweet corn is a niche product and its supply chain is complicated by the need to
collaborate with farmers and then involve in farming. Further product has
complexity in terms of its challenges in maintaining quality due to natural limitations
of ability to gather heat and deteriorate in a short period. On forward linkages, there
are requirement to strengthen the market segments. Each of the segments is unique.
Rajesh Kumar, promoter of the company is ambitious to grow into a large pan India
market with brand recall. Obviously, establishing supply network requires
addressing issues of centralization and decentralization of location of farms and
processing units. Further it also requires evaluating outbound transportation and
localization of farming and processing with strategic orientation of achieving growth
aspiration by the promoter.
TS7-5:
GVK MIAL: Airport in Transit

Sanjeev Ganguly & Satyasiba Das, Indian institute of Management Raipur, India
Stakeholder management and timely execution of public private infrastructure
project require very high level of coordination and agility. In January 2006, GVK led
consortium, comprising of Airports Company South Africa and Bidvest won the bid
to manage and operate Chhatrapati Shivaji International Airport, Mumbai, India. To
accomplish this task, Mumbai International Airport Private Ltd. (MIAL) was formed
by GVK led consortium and Airports Authority of India. The new terminal
operational since February 2014 is an advanced vertical passenger terminal that
integrates world class design, architecture, infrastructure and operational efficiency.
Building a completely new infrastructure in the existing airport without impacting
the regular operation in a heart of one of the most populous metropolitan cities of the
world was of enormous complexity, integration and coordination. Developing CSIA
is an apt example of complex stakeholder management, project and strategic
execution through Public Private Partnership (PPP) model.
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TS7-6:
Project Utkarsh: Enterprise Resource Planning Implementation at Bhilai Steel Plant

Jitendra Pratap Singh Chauhan, IIM Raipur & P.H. Sharma, Bhilai Steel Plant
Information technology is a strategic enabler and a key winning factor for the steely
operations of Bhilai Steel Plant, the flagship unit of Steel Authority of India Limited.
The challenges of implementing a standard Enterprise Resource Planning (ERP)
solution in a big bang way in a 50 years young steel were worth its salt. Project
Utkarsh, as it was aptly named, witnessed a unique blend of IT initiatives and
business process reengineering which were aligned with the strategic IT vision of the
company. A strong implementation team, supported by top management, worked
diligently for more than two years to deliver a solution, which proved as a beacon for
other steel plants of the SAIL fraternity.
The project went live with a big bang approach on April 1st, 2009, in all the six core
business areas like Sales and Distribution, Finance & Controlling, Materials
Management, Production Planning, Quality Management and Plant Maintenance
including Supplier Relationship Management and Advanced Planning-cumOptimizer thereby creating a strong foundation of Supply Chain Management. From
that day onwards, all of the plant's businesses operations are happening live on the
ERP platform without any interruption. Success did not come on a platter.
Considerable efforts had to be put-in by all concerned including the top management,
the project core team, the implementation partners, the shop floor personnel and the
IT personnel who had to anchor the project.
TS7-7:
To Excel, or Not To Excel and Therefore Excel

Arnab Baneree & P. V. Ramachander
The case studies the Supply Chain and Material Planning Business Process Reengineering in a factory, which is located in China, and owned by a major global
corporation. The company's primary business is to manufacture Information and
Communication Technology equipment. The case provides an overview of the plant;
its resource skills, operations, problems faced by the factory and the reasons why
solutions to those problems call for a change. In explaining the need for a change, it
describes the dilemma faced by the planning manager of the factory in China:
whether to continue with existing systems and enhance the processes, or to embrace
new system with newer processes. It goes further and elucidates innovative ideas for
change, strategic decisions and the rationale behind those choices. More importantly,
the authors of the case lay an emphasis on the journey that the team undertakes after
implementing the decision to embrace a new system and processes.
Technical Session 8 (TS 8) : Information & Communication Technology

TS8-1:
ESDS: Financing Next Generation Companies

M Manickaraj, National Institute of Bank Management, Pune
ESDS Software Solution Private Limited (ESDS), a next generation company
(NGC) and an existing customer of Small Industries Development Bank of India
(SIDBI) approached SIDBI for a term loan of Rs. 10.50 million. The company was
availing Participatory Debt (PD) of Rs.45.50 million from SIDBI, a term loan of Rs.
75.40 million from Reliable Finance Limited (RFL), and bank guarantee from PSU
Bank. The additional loan was sought for financing a project to be executed for one of
ESDS's new customers. The SIDBI's Nashik branch had done credit appraisal and
had sent the papers to the head office of the bank for approval.
TS8-2:
Challenges Of Managing Knowledge At SUAN And CINI: Same Or Different?

Kushal Saha & Anjan Ghosh, IIM Calcutta
The case, developed using primary data, provides comparative accounts of two
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organizations with different characteristics-one a small manufacturing unit (SUAN)

with less than hundred employees and the other a large non-profit organization
(CINI) with more than twelve hundred employees-to highlight the criticality of
organizational knowledge in ensuring growth and continuing success. The case
presents some of the pressing challenges faced by the aforementioned organizations
to show how these challenges stem from organizational inabilities in harnessing the
full potential of knowledge residing within the organizational boundaries. Put
differently, these challenges can be attributed to lack of organizational focus towards
knowledge management (KM). Although embedded in different business contexts,
both the organizations were faced with similar challengesover-dependency on
some individuals, confinement of tacit knowledge in organizational siloes, stunted
ability to respond to external changes, missing opportunities etc.which started
exerting serious pressures on the growth and sustainability of the organizations. The
case then narrates how both the organizations were contemplating undertaking of
systemic KM approaches to effectively counter the challenges.
TS8-3:
Value of Information Sharing Between and Among the Functional Departments: An

Insight
T. Radha Ramanan, IIM Indore
The General Manager (operations) is seized with the perennial problem of facing
conflicts among the departments. All the departments individually seem to work well
but collectively there seems to poor service level with respect to the delivery delays,
high quality complaints, higher level of inventory, etc. The case is to be seen from the
perspective of how the GM can analyse the problem and where could be the potential
solution. The case provides snapshot of the various activities, and also various
problems in the process, carried out by the different departments of a hypothetical
company. The firm produces panel assemblies and switch assemblies that are used by
HT and LT consumers. Their order position is quite comfortable. The marketing
department is doing a good job and so is the planning department. The production
manager utilizes his resources well with redeployment of labor among his sections.
TS8-4:
Master Data Management-Implementation Challenges in a Large Manufacturing

Industry
Jitendra Pratap Singh Chauhan , IIM, Raipur & R. Sreenivasan, Bhilai Steel Plant,
Master Data Management (MDM) is the focal point for large business organizations
whose business is driven by information technology. Bhilai Steel Plant (BSP), the
flagship unit of Steel Authority of India Limited (SAIL), is one such organization
which embarked upon its ambitious ERP journey in April 2009. To complement the
new IT initiative, a master data management program was initiated at SAIL which
was akin to laying a new foundation for codification of materials, products, services,
customers, suppliers and a host of other master codes
The challenge of deciding the perfect material code for the saleable products, semifinished products and intermediate codes for a manufacturing industry like steel, was
a herculean task which had serious ramifications for efficient working of the
production processes. A substantial amount of master data related to materials,
customers, suppliers and services were to be cleansed, unified and de-duplicated.
The problem was compounded all the more because these codes were to come from
multiple legacy applications in a variety of formats.
TS8-5:
Digital Secretariat: Less Paper Office

Sumeet Gupta, IIM Raipur, Aman Singh & A. M. Parial
In a steep automation and digitization effort, Government of Chhattisgarh (GoCG)
had transformed its processes. The massive drive towards e-Governance aimed not
only at improving the government delivery processes to its citizens, but also towards
improving all internal processes of the Government. The politicians and Bureaucrats
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now talk IT. Moving away from the dilapidated buildings of the 80s, the Government
buildings now were equipped with all possible modernity and give the hope of an
improved Government delivery process and a better connect between Government
and citizens. As Satya walked-in into the office of a Secretary, the sigh of a large
number of files piled up on the table made him question the very transformation that
GoCG was proud about. Few days ago he witnessed a presentation on Digital
Secretariat, somewhat similar to an email system, which automated the
documentation processes followed in a Government system. Satya mused: Was the
effort on automation and digitization successful or was it a fad? Satya mulled about
the need for a strategic approach to IT-enabled transformation as he walked through
the corridors of the Secretariat.
Technical Session 9 (TS 9) : Strategy and General Management

TS9-1:
Gomti Ayurveda Pharmacy

Moid U Ahmad & Athar Mahmood, Jaipuria Institute of Management, Lucknow
Doing business at a very small scale is quite easy. The real challenge comes when the
business starts growing. This is particularly true in the case of unorganized,
unstructured microenterprise operating in grey markets.
In a city where modernity meets tradition, amidst a busy crossing, a shrill recorded
voice continuously advertises about 'Qatil lotion' for skin related diseases. 'Gomti
Ayurveda Pharmacy' is one stop solution to providing low cost and effective
medication to few common diseases such as chronic itching, Eczema, indigestion
etc. to a large segment of the poor migrant population in a mini metro in India. The
firm has been doing well till recently when it started facing stagnancy in business.
The founder, Mr. Jaiswal is a worried man as he faces an uncertain future in terms of
business strategy and succession plans and is unsure about the present and future
road for his business. This case tries to understand the dynamics of small
unstructured businesses in an unorganized market. The case is focused on
understanding vision, mission and strategy of such small businesses. In India
unstructured and unregulated microenterprises are operating in every local market
since it is very easy to start a business and often with high rate of unemployment, this
is the only option . Thus everyone starts a business without giving a consideration to
vision, mission and strategy of the business. This case is focused on understanding
these critical issues with respect to sustainability in short and long run for such micro
enterprises.
TS9-2:
Motivational Efficacy Analysis of Entrepreneurship Development Programmes

A Case Study of Tripura
Subrata Debnath, Tripura University (A Central University)
Human development in whatsoever form is basically caused by the spirit of
enterprise or entrepreneurship in general. The relationship between entrepreneurship
and economic development is similar to the relationship between the cause and
effect. As such, considering the importance of entrepreneurship development for
accelerating national economic growth, Government of India and state Governments
have started conducting Entrepreneurship Development Programmes (EDPs) on
regular basis by establishing various service providing institutions to promote
entrepreneurial activities in the country. The basic objective of these programmes is
to stimulate the young minds of the society for undertaking the challenges of
entrepreneurial venturing as career by choice. But the statistics reveals that the
success rates of such EDPs in terms of developing actual entrepreneurs are not at all
encouraging.
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TS9-3:
Wow Popcorn (World of Wonderful) Go Wow All The Way!

Ragini Mohanty, Richa Shah & Devanti Jaiswal, Prin. L N Welingkar Institute of
Management Development & Research, Mumbai,
Popcorn is typically associated with movie halls and microwaves; it is 'The Perfect
Snack'-hot, fresh, in multiple flavours, relatively healthier than all the deep-friend
junk food out there, and as with the best things in life, tastefully addictive. Who could
imagine having popcorn Stores!
Neha Goyal, founder of 'Wow Popcorn', identified this gap in the market and came up
with a chain of popcorn stores. She believes that gourmet popcorn experiences are
definitely in as our future. The brand?s USP: large, quality kernels sourced from
across the world and a small-batch process that makes sure no matter when you enter
the store, you?re getting a fresh lot. It is a one of its kind stores. The flavours, WOW
currently offers, score high on the cards for taste, freshness, aroma, texture and
quality. They dream to break the old age theory that popcorn is only associated with
movies. They plan to expand to different segments of the market from Bars to
Weddings, as snacks. With the world changing to more and more innovative, this
study will help us to understand changing eating habits and penetration of newer food
products in the market.
TS9-4:
SELCO: Mission or Market?

S.R.Asokan & Pankaj Kumar Mohanty, Institute of Rural Management, Anand,
Gujarat
The case describes the dilemma faced by a social enterprise about scaling up. SELCO
is a for profit enterprise engaged in providing solar home lighting system to rural
households in the state of Karnataka, India. Harish Hande, the founder, firmly
believed that poor would pay for the technology if it was useful to them. Though, the
company since its inception in 1995 had increased its operations it was not making
enough profits. The investors started mounting pressure to lay off staff and trim the
operations. However, Hande could resist their move by bringing in new investors
who were aligned to the mission of the company and bought out the original
investors. Though the new investors were willing to wait for a longer period for the
return on their investment and even may be satisfied with single digit returns the
company had to find ways to increase the revenue. Hande was exploring the option of
scaling up the activity of the company to other states or broaden the product portfolio.
TS9-5:
Tiny-Tech Plants: Is Small Beautiful?

Patturaja Selvaraj IIM, Indore & Malay R. Patel, IIM, Ahmedabad
Tiny-Tech Plants is a proprietorship firm headquartered in Rajkot in the state of
Gujarat, India. The firm was established in 1982 by Veljibhai Desai, a mechanical
engineer with a law degree. The motive behind starting Tiny-Tech plants was to
develop and disseminate affordable rural machineries. Desai is a fervent Gandhian,
has imbibed Gandhian ideology on industrialization in the conduct of his day to day
business. Mahatma Gandhi's principle,? All the means of production of primary
needs, of people must be in the hands of common masses,?has been the foundation of
all his business activities. Today Tiny-tech Plants is engaged in manufacture, export
and supply of a wide range of affordable agricultural process equipments. Another
firm associated with Tiny- Tech Plants is Aadhunik Global Energy established in the
year 2002. This firm is basically engaged in manufacture and development of lowcost renewable energy technologies. The annual turnover of Tiny Tech Plants in
2013-2014 was INR. 4 crores (including export business of Aadhunik Global
Energy).
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TS9-6:
Global Business School: Analysing the Management Education Value Chain

Saurabh Agrawal, SP Jain School of Global Management, Singapore
Global Business School, has established itself as one of the most reputed institutes in
the field of management education. Recently one of its faculties has noticed an issue
which she thinks will certainly prove to damage the notion. Students are currently
outperforming on group assignments but most of them individually lack sufficient
knowledge and understanding of the subjects. And the reason comes out to the heavy
theoretical work pressure of the course and marks oriented approach of grading.
TS9-7:
Synergic Advantages Of Mergers & Acquisitions- A Case Study of Private Sector

Banks in India
Kanhaiya Singh, Fore School of Management, New Delhi & Poonam Singh, Jamia
Hamdard University, New Delhi
Synergies are the soul of mergers and acquisitions in any of the industry/sector.
Therefore, the two entities planning for mergers and acquisitions lay significant
importance to this aspect. The effective results are realized and desired goals are
achieved once expected synergies are consummated on time. Since, the contribution
of private sector banks in the growth process has emerged extensively in Indian
banking scenario, their strengths in terms of operational advantages play an
important role. This has resulted in many mergers of private sector banks in the recent
past. The case, we have considered is about voluntary merger of private sector banks
which will determine underlying motives and expected synergies existing before the
merger and proportion of synergies realized after the merger over a period of time.
For the purpose of construction of this case study, we have considered synergies like,
operational and revenue synergies. Subsequently, an analysis has been undertaken to
assess its impact on growth and future prospects of merged entity. The study reveals
that both synergies are closely related and have positive influence on each other in
achieving the desired goals and results.
TS9-8:
Carnation Auto Is Franchising Right Model For Growth?

Ashish Kumar, Amity University, Rajasthan & Vikas Singh, Chandigarh Group Of
Colleges, Mohali
Set in 2011-12, the case is focused on the growth plans of Carnation Auto, an
entrepreneurial venture of Mr. Jagdish Khattar, ex-CMD, Maruti Suzuki India
Limited. Incorporated on January 3, 2008, Carnation Auto India Private Limited was
engaged in the servicing of multi-brand passenger vehicles, body repair, purchase
and sale of pre-owned cars, besides offering car insurance renewal, accessories and
other value-added services. In 2011, Carnation Auto had presence in 15 cities across
India including New Delhi, Mumbai, Chennai, Hyderabad, and Bangalore, using
Company-owned- Company-operated model.
Driven by economic growth and favorable demographic profile, the Indian
passenger vehicle market was expected to have a car park of 22.5 million cars in
2015, an increase of more than 70% over 2011. The growing car park, coupled with
lagging vehicle service infrastructure, was expected to provide ample growth
opportunities for organized multi-brand players in the Indian Passenger Vehicle
market.
Technical Session 10 (TS10) : HR and OB

TS10-1:
Hypothetical Integrity Theory of Remuneration

Aravinth Kumar S, Sri Ramakrishna Engineering College, Coimbatore & Manoj
Saravana Kumar G, CTS, Coimbatore
Human Values are of primary importance among many values of life. Among many
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human values, INTEGRITY is one of the key factors of life and Business
Management. Here we are proposing a theory based on a real time case which dealt
about Integrity of Remuneration which is considered to be a hypothetical theory. This
theory deals with the income/salary provided by an organization to an employee for
their respective job. An organization/ firm may have an equal importance in the
Country's growth which also takes part in an economy of a country with respect to
their turnover. Allotment of salary to a person in an organization depends on the
company's income. Most probably, wage might be of prime importance to an
employee, which speaks; where the job stands. Good workers may expect good
salary, where talent speaks. Salary allotted to a person in a firm or anywhere else may
depends on their work. But, one of the fact behind that, will create a refusal, which is,
the salary allotted to a person was negotiable and hence compared with the work
allotment, salary is hike. The Hypothetical Integrity Theory of Remuneration states
that, Diminish the remuneration, if the exertion is not accomplished utterly said by
the worker. Hence, this may not give any economic wage loss to a company and this
can be compensated in any other way to a firm or elsewhere related to a firm.
TS10-2:
Making Of A Team: Shane Warne's Rajasthan Royals

Shubhra Hajela & Nikhil Dhone, TISS, Hyderabad
The case is written for organizational behavior section of an introductory
undergraduate class. It requires students to think critically and bring into their
discussions concepts like team leadership, team formation and managing diversity.
The case is based on secondary data and centers around the challenges and issues of
making of a team-the Rajasthan Royals (RR) which was a team of the Indian Premier
League (IPL). RR was written off as the weakest of all teams having very diverse
members. The biggest challenge before its captain Shane Warne was to build a team
let alone winning the tournament. The case clearly illustrates how under the
captaincy of Shane Warne the team developed its players, unified the players under a
team identity and improved the efficiency of the team. The case gives an opportunity
to students to critically understand and apply concepts in a real world scenario.
TS10-3:
Performance Management System (PMS) In Indian Small and Medium Enterprises

(SMES): A Practical Framework
R. Nirmala & Pankaj Kumar, Goa University
Small and Medium enterprises (SMEs) play a crucial role in India's economic
growth. SMEs operate in a competitive environment and therefore, it is important to
ensure that their business is managed more efficiently and effectively. It is believed
that performance management framework can help to identify weaknesses, clarify
objectives, strategies and improve the process of performance management in
SMEs. This study puts forward the Performance Management and Control (PMC)
framework (Ferreira, A., & Otley, D. 2005, 2009) as a research tool to test the
Performance management system in India's Small and medium enterprises, engaged
in manufacturing activities. Some studies reveal that there is no proper/formal
process of PMS adopted in some enterprises, but our findings suggest existence of
well-established PMS.
TS10-4:
Leadership and Adaptive Challenges: Case of NPNL

Sidh Kumar, IIM Calcutta & Garima Singh, FMS, Delhi
For the first time in the history of Neo-Pharma National Limited (NPNL) (a
Government organization) that a relatively young person was appointed as the CEO.
Shekhar Sinha's tenure was of 5 years with a possibility of extension if company's
turnaround could happen along with an upward trend profit in next 5 years. NPNL is
technology-driven company operating in the healthcare sector covering almost all of
the country. Two decades earlier, it was number one company with significant
revenue and profits every year. Of late, it has been facing fierce competition from
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companies that are lean and organic in design and attract young talent. These
companies have poached stalwarts of NPNL by offering huge pay packages.
After assuming office as CEO, Shekhar acknowledged that his first responsibility
was to find the cause(s) of problems and their solutions. He pondered over the
working styles of his predecessors at NPNL. All of them were technocrats and from
within the company. They tried their best to bring the organization back on track but
the bureaucratic mentality didn't allow any relevant changes despite the demands of
changing external environment. Seven years ago, this company was number one,
both in terms of revenue and profit.
TS10-5:
Kingfisher Airlines- 'Flying The Bad Times': A Human Resource Perspective

Agrata Pandey, IIM Indore
Kingfisher Airlines Limited is an airline group based in India. Ever since the airline
commenced operations in 2005, it reported losses. The airline had been facing severe
financial issues for many years which led to the shutdown of its operations on 20th
October, 2012. Airlines faltered in paying the salaries to its employees and this was
followed by the series of problems. This case attempts to bring out the human
resource and industrial relation issues faced by Kingfisher Airlines Limited.
The case incorporates the series of events that took place with a special focus on the
industrial relation issues like strikes, lockouts, other incidences of industrial disputes
etc. faced by Kingfisher Airlines Limited and its impact on all the stakeholders of the
company. The reaction of employees as well as the response from the management is
also highlighted in the case. Not only the retrospective incidences and events are
taken but the case also brings out the present day situation and how the events have
been unfolding today.
TS10-6:
Training for Recruitment: A Case of Tile Manufacturing Company

Amitabh Deo Kodwani, IIM Indore
This case talks about how training can be used as a tool for meeting talent equirement
or in other words, how talent acquisition can be supported by training.
Human Resource (HR) department of a fastest growing, well known ceramic tile
manufacturing company was facing a challenge of fulfilling the company demand of
technical manpower required to meet the production target. They had to provide
continuous supply of technical manpower to cope up with the growing demand of
expansion and technological up-gradation. The traditional methods of talent
acquisition failed to fulfil the company requirement. The tile manufacturing industry
was facing mainly two challenges: Non-availability of Plug N Play (Industry
ready) technical manpower and availability of attractive alternate employment in
construction industry as well as IT sector.
Due to these two issues, tile manufacturing industry was facing severe manpower
crunch. In such a scenario, HR department came up with an innovative idea of
generating a pool of quality technical manpower, which not not only fulfilled the
company demand but to some extent provided a pool of industry ready technical
manpower for other tile manufacturing companies.
Technical Session 11(TS11) : Strategic Management

TS11-1:
A Desire Lead To Success

Sucheta Agarwal & Usha Lenka, Indian Institute of Technology, Roorkee
Women entrepreneurship has emerged as an important concept which leads to
economic growth of nation. It is actually real, essential economic force that's
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reshaping the world. It takes part in formal sector also, represented approximately
37% enterprises globally, give the attention to various business sector and policy
makers. These entrepreneurs lead the way from micro to high growth and not only
help in supporting their family but also lead to wealth creation. Their success is not
limited to any one sector, but has spread its wings from saloon owners to high tech
business houses. They involve in investment, job creation and innovation activities.
Generally, enterprises owned by women have lower employment number, but their
growth aspirations make them different than their male counterparts. As leaders,
entrepreneurs think differently and lead people (i.e. customers, employees, teams).
Similarly women entrepreneurs have leadership qualities, focus on personal
development along with developing others. By creating wealth and employment,
they empower the society and country also. In this paper we have tried to explore the
conceptual framework of women entrepreneurship towards leadership. This research
contributes in enriching existing literature and empowers the position of women in
the country.
TS11-2:
Distinctive Obstacles Faced By a Woman Entrepreneur in Trichy

Shobhana.N, Associate Professor & Annette. B, M.A.M. B-School, Trichy
A qualitative study on women entrepreneurs portrayed some distinctive obstacles
faced by them. Very distinctive are the obstacles faced by one of them. Rani started
running a private taxi, the first of its kind in Trichy. She became an entrepreneur out
of compulsion to support her family in distress. She found it difficult to make both
ends meet. She struggled financially. The obstacles she faced were distinct yet
common for a woman. Getting regular clients, road menace from fellow male
drivers, lack of parental and spousal support, and problems created by people of her
own gender were some of the obstacles faced by her. Being bold, courageous and
aggressive, she had tackled these obstacles in her own style. The main objective of
the case is to convert Rani from a struggling entrepreneur to a successful one. The
context of the case has economic as well as societal importance with the very low
ranking of India in the Global Gender Gap report 2014. The practical solutions for the
case would be an eye opener for other women entrepreneurs and in turn result in
effective women empowerment.
TS11-3:
Contribution of Parent Company's Strategic Networks and Knowledge Management

in Growth of a Subsidiary in Emerging Market: Case Study of Maruti Suzuki
Nivisha Singh, IIM Indore
A company creates its competitive advantage by studying the external environment;
studying its internal strengths and developing a position where it maximizes the
value to the customer. The cost of value creation should be lower than the supplier
opportunity cost. In a global world multinational companies (MNCs) produce
products in many host markets. MNC develops resources, capabilities and
competencies in more than one market. The success of an MNC is to leverage that
knowledge to their subsidiaries through strategic networks and knowledge
management. High technology subsidiaries in emerging markets face the challenges
of institution voids and capability gaps. MNCs transfer knowledge and leverage the
factor of condition advantage to deliver and sustain competitive advantage. This
paper studies how a subsidiary achieves sustain competitive advantage through
strategic network and knowledge management of its parent company. In this paper I
have tried to find how knowledge flow through external networks of a multinational
corporation's (MNC's) subsidiary can be a resource of strategic importance in
enhancing its performance and competitive development. I have studied Maruti
Suzuki. I have studied how Suzuki has helped Maruti to sustain its position in local
market and to make presence in international market.
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TS 11-4 :
Tata's Balancing Act in Indian Civil Aviation

Jayanta Kumar Mohapatra, Srishti Mishra & Pooja Rana, University of Petroleum
& Energy Studies, Dehradun
Indian aviation industry is growing rapidly and is expected to grow at a rate of 6% for
domestic market and approximately 11% for the international market (CAPA report).
Even though the growth rate is excellent and there is huge potential but the aviation
players' financial performance is not satisfactory. Some are barely managing survival
while few are at the door of bankruptcy. Though the Indian consumer has always
preferred no frill travel still the performance of so called low cost carriers in India is
awful. Some regional airlines are struggling to manage operations. But this has not
discouraged the entry of new players in Indian sky to put huge investments.
As recently the FDI limit has been lifted up to 49%, it allowed many foreign players
to enter with local partners. Air Asia India, Air Pegasus, ABC airways, Kairali
Airways, Vistara Airlines are a few to name and many are pending for approval on the
table of DGCA. When Indian aviation industry could not support existing players
well, the new entrants really need solid business models to earn profit and survive.
TS11-5 :
Growth Roadmap: Segmentation-Targeting-Positioning Strategy of Redivivus

Technologies Pvt Ltd
Dipanjay Bhalerao, Indira Institute of Management, Pune
Mr. Govinda Mahajan, MD of Redivivus Technologies Pvt Ltd started the
automation IT solution organization 2010.Redivivus Technologies has hired a
consultant to analyze the current business model, which is now on the growth stage.
As an entrepreneur Mr. Govinda wanted the business to expand from its current
segment of Printing and Auditing Automation IT solutions. The Critical point came
in to business analysis when some key deals were lost to rivals just prior to closing
status of deals. The consultant and the MD had to analyze two things i.e. the
improvement areas in bagging deals and future marketing strategies for their growth.
Another problem area which has been shared by the MD is about increasing
organizational reach to the potential market.
Mr. Govinda & the consultant have two fold challenges for Redivivus Technologies
retaining own customer base and adding the new customers who are under the
influence of mostly the bigger competitors.
TS 11-6 :
Tradus.In-Naspers' Internationalization Foray In India

Abha Rishi, Manideep Nulu & Krishna Sai Annepu, Birla Institute of Management
Technology
Tradus is a part of the Naspers group, a $22 billion (JSE: NPN) multinational media
group and one of the biggest groups of e-commerce and media brands in the world.
Naspers is presently headquartered in Cape Town, South Africa. The fact that the
conglomerate has acquired 17 e-commerce companies in just 4 years should prove to
be an example of how focused the group is, on investing in e-commerce.
Naspers entered India by investing in and gradually acquiring ibibo.com, an online
gaming portal which had a sister concern, goibibo.com, which is an online travel
portal. The advent of Naspers in India has been discussed in this case, by taking an
example of Tradus.in and how Naspers is handled its operations in India in relation
with the group's other investments in the other players( like Flipkart) in the ecommerce industry of India.
Tradus started its operations in India in 2009 launching primarily with B2C (business
to consumer) and C2C (consumer to consumer) e-commerce models. The company
had started with offering a variety of products including tablets, computer
accessories, laptops, footwear among other things. Recently, it has shifted its focus
towards food and groceries with an online grocery- only store.
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TS 11-7 :
Strategic Analysis for Exponential Business Growth In Industrial Robotics and

Automation
Vijay Kumar Dharmadhikari , NICOLAS CORREA SA, Pune & PC Basak, Indira
Gandhi National Open University, New Delhi
The purpose of this case study is to critically analyze how a Company X which had
invested in the Hi-Tech field of Robotics and Automation survived the competition
and successfully strategised to grow exponentially inspite of facing the dark clouds
of recession. The analysis involved the use of proven frameworks and chalking out a
Business Plan which would take X to the next league of growth. The execution of this
business plan warranted the involvement of management and the entire staff of X.
The company had to revitalize itself to draw an altogether different business model
wherein the company and its partners were motivated and explained the new path the
company would be striding in the next 3 to 5 years. Explaining how their support
would make this a possibility had all the stakeholders lined up for the aggressive line
of action plan. This gave sufficient time for each of them to gear up for the new
scenario of achieving exponential growth and all got ready to put in their might
behind this humongous effort. The goal defined by the company was to grow the
Company X from a 2.5 Crores Company to 30 Crores within a span of 3 years.
Initially this seemed to be an impossible task. But by using out of the box Business
Strategies, good execution planning and excellent teamwork this company
succeeded in achieving the goals set and is still continuing to do well even today.
TS11-8:
Coroporate Social Responsibility, its Implementations And Regulatory Aspects In

USA, UK And India
Phaneendra Chidara & Suyash Naaraayan, Symbiosis Law School, Pune
Corporate Social Responsibility is a form of self-regulation integrated method which
is turned into a business model whereby a business mentor monitors the business and
ensures its active compliance with the spirit of the law, ethical standards, and
international norms. In other words it s a firm's implementation which goes beyond
compliance and engages in actions that appear to further some social good, beyond
the interests of the firm and that which is required by law.
During the period of Industrial Revolution most of the labourers are made to work in
very tough and pathetic conditions were even basic accessories were not provided to
them. In order to over come the same the Smith and Sons a US based Industry has
started providing additional benefits for the employees, serving the basic needs of
poor. With the passage of time most of the corporates have been donating some share
of their profits for the welfare of poor and further many trade unions have also been
established to make sure that all employees will be working in healthy and safe
conditions.
Technical Session 12 (TS12) : Other Areas

TS12-1:
Heifer International
Avni Malhotra, Suresh Kumawat, Abhinav Gaurav & Krishna Kumar
Govindankutty, Heifer International India
Heifer International is a non-profit, humanitarian organization dedicated to ending
world hunger and poverty and saving the earth by providing livestock, trees, training
and other resources to help poor families around the globe become self-reliant. In
2008, Heifer India was registered as a representative office and since then it has been
partnering with local NGOs in Odisha, Bihar and Rajasthan to socially and
economically empower marginalized rural communities. Currently, Heifer India has
10 NGO partners and is working with 670 women SHGs in the three states.
What makes Heifer unique is the practice known as passing on the gift. Families
receiving animals agree to pass on the first offspringor appropriate equivalentto
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another family in need, starting a chain of giving that often touches thousands of
lives. Although passing on the gift (POG) may appear to be a simple concept, it is
challenging to operationalize in the field. Over several decades, Heifer has perfected
a model known as Values-Based Holistic Community Development (VBHCD),
which focuses on developing Social Capital in the target community and aids
community members in internalizing POG, mainly through trainings. Till December
2013, community members of Heifer India's projects had passed-on 2179 animals
(goats and cows) to needy families in their village or neighboring villages.
TS12-2:
SELCO India: A Case on Empowering Rural Livelihoods through Value Creation

Pallavi Agarwal, Institute of Corporate Sustainability Management, Gurgaon
This case is about an eighteen-year-old Bangalore based social enterpriseSELCO
India, which caters to the energy need of the economically impoverished sections of
society. It was established by Mr. Harish Hande with the financial help of Solar
Electric Light Fund (SELF), a U.S. based non-profit organization. It is a for-profit
organization, which has created, over time, a unique business model with customized
products, doorstep financing, and a strong service network, which is uncommon to a
market primarily consisting the poor. To date, it has provided solar lighting to 1,
25,000 homes in the remote regions of Karnataka, Gujarat, Kerala, and recently
Tamil Nadu. It sells tailor-made solar products and services at an affordable price to
cater to the needs of the consumers at the bottom of the pyramid (BoP). In addition to
explaining the nuances of BoP market, this case describes how the rural people
benefitted enormously by participating in income generating activities through
SELCO.
TS12-3:
Medical TourismHow Better Is India In Exploring The Opportunity?

J.Swarna Jyothi, Sri Vishnu Engineering College for Women, Bhimavaram
Medical tourism refers to Patients going to a different country for urgent or elective
medical procedures.The past two decades have seen medical tourism being
promoted as a strategy for economic development in many developing nations
including India, with a slogan of 'First World Treatment at Third World Prices'.
India has positioned itself as one of the front-runners in the global medical market,
attracting more than 4,50,000 medical tourists a year and generating a revenue of
US$ 350 million. However, on the other side of the coin there are several problems
with medical tourism, for both the host country and international patients.
The present case is written with a focus on certain issues faced by medical tourists in
India with an objective of raising a discussion. The aim of the case is to develop
alternative solutions for some of the current problems in medical Tourism in India.
TS12-4:
Future of Sustainable Personal Mobility Solution in India

Chhabi Sinha Chavan,G.H. Raisoni Institute of Management & Research, Pune
Transport accounts for about 19% of global energy use and 23 % of energy related
CO2 emissions and these shares will likely to rise in the future. As a result of growing
GDP, India's primary energy consumption is expected to increase by 70% in the next
ten years. The gap between domestic crude oil production and consumption is
widening, leading to increase in imports and consequent impact on the trade deficit.
This poses a serious challenge to India's energy (fuel) security. The transportation
sector accounts for about one-third of the total crude oil consumption and the road
transportation accounts for around 80% of this consumption, hence greater adoption
of advanced technologies including battery operated EVs (full range of electric
vehicles that include hybrids, plug in hybrids and pure electric vehicles) can provide
significant contribution in enhancing energy (fuel) security and provide sustainable
mobility.
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TS12-5:
Indian Way of Enterprising A Case of Ambivine

Pushyamitra Joshi, Amity Business School, Noida & MayankSaxena, Medi-caps
Institute of Technology & Management, Indore
This case investigate the journey of farmers of Titri village in Madhya Pradesh
(M.P.), involved in grapes farming, later turned producer of quality wines. While
they started producing wine, they knew little about problems of business
environment in wine industry. This case present an account of the problems faced by
the Agripreneurs in short span of time. This case discusses the diversity and
complexity of legal environment in Indian states, every state is governed by separate
business policies or laws as well as geographical and cultural differences. The fact
that wine industry in a state like Madhya Pradesh was absent due to absence of farmer
community producing wine grapes. In the year 2005 Mr. MotilalPatidar and his 17
fellow farmers had started growing wines grape and then producing wines with the
brand name Ambivine. The case of Ambivine is unique as how Mr.Patidar being a
first ever and successful agripreneur to start wine production, in state of Madhya
Pradesh while overcoming business environmental problems.
TS12-6:
Mahindra Samriddhi: Achieving Growth through Rural Prosperity

Aditi Naidu, Jaipuria Institute of Management, Indore
The case provides details Mahindra Samriddhi, an initiative of the Mahindra Group
through which it leverages its linkages with rural India and agriculture built over six
decades of providing vehicles for rural and semi urban India. An offshoot of
Mahindra Farm Equipment Division, Mahindra Samriddhi offers a range of products
and services which includes crop care solutions, high yield seeds, services such as
soil testing, agri-counseling, agri-clinics, advisory services, mehanisation and
irrigation solutions to raise the productivity and prosperity of the farmer. The
initiative has also led Mahindra to build a market for delivering fresh product to
major domestic and international retailers through a system whereby the
organization works together with the farmers in ensuring high quality produce, thus
benefiting its own fresh produce business and well as helping farmers achieve higher
and better returns.
TS12-7:
E-Card: A Case Study of New Identification Implementation for an Individual

Chinmaya Dash, Somanjoli Mohapatra & Prakash Chandra Behera, St. Claret
College
In India, there are several identification mechanisms for individual in place. But none
of the existing identification system provides the information about individual's up to
date educational qualification details.
This study is probably first to design an E-Card which will carry all the educational
details along with other necessary personal details of an individual. This card will
reduce the huge amount of data entry and data replication. It will facilitate Quick
Response (QR) Code and Smart Card through which anyone can access the
educational and other necessary personal details such as address, mail id, phone
number, experience etc. of an individual. It will also give permission to employment
sectors to access and verify educational and personal data of candidate or employee.
This card can be used as ID proof of an individual.
TS12-8:
The Consequences of Counterfeits in India - A Case Study

Byju John, IIM Raipur & Sanjib Kumar Pal, MATS University, Raipur
The problem of counterfeiting is not only limited to consumer products, video and
audio cassettes and books, but is also rampant in the automobile components
industry. According to the manufacturers association, the incidence of duplication in
the industry is at least 40%, if not more. One can today get duplicates of leading
brands of auto components in the market. It's so early the small retailers who are the
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only culprits, Large dealers and wholesalers also trade in them.

Reports the Economic Times June 8th 2006, In a bid to crack down on the Rs 15,000crore market for counterfeit and fake products, the government is mulling an
integrated law on counterfeit, fake, spurious and contraband products. The Act will
contain adequate penal provisions and detailed procedures to check the growing
menace of fake products.
TS12-9:
Transformation Of PDS System In Chhattisgarh: Dr. Raman Singh's Leadership

Shashank Mittal, Shubham & Atri Sengupta, IIM Raipur
When Dr. Raman Singh became the Chief-minister of the newly formed State of
Chhattisgarh in 2003, he faced the challenges of developing and raising the State
which was at a very nascent stage of development. Chief Minister is the head of
council of ministers and of the entire administrative machinery of the State. The
people of Chhattisgarh elected him to victory and did show immense faith in him for
changing the course of development of newly formed state. His coming to the power
did not happen as per the planned events as he was not the chief-ministerial candidate
of the party for that assembly elections. The expectations of the people were high and
Dr. Raman Singh knew very clearly that people of state were his stakeholders and he
was responsible and accountable to them. With limited resources available, he aimed
to make the maximum impact on the lives of the people of his State.
Technical Session 13 (TS13) : Finance

TS13-1:
The Story of Mirage

Rohit Talwar, Chartered Accountant
Mirage was founded by two colleagues at IIT Delhi, Gaurav and Bhairav Thakur.
They had worked in the USA under an e-retail company, Craze.com and always had
the inner ambition to set up a similar platform in India. After working for several
years in the U.S, they left the company and started Mirage with an initial investment
of $ 8,000 only. They set up the company in Singapore and started operations in India.
At first, they toyed with the idea of using the website to connect buyers and sellers,
but due to operational problems they started buying from Indian sellers and sending
directly to buyers. The model soon changed into acquiring warehouses for direct
distribution using the demand-pull concept wherein goods were purchased on the
basis of supply predictions based on market survey.
TS13-2:
Portugal: Banking and Economic Crisis

Ganesh Kumar Nidugala & Rashmi Shukla, IIM Indore
Portugal on its own political will exited the three-year EU-IMF supported bailout
programme in May 2014. Portugal had to accept 78 billion EU-IMF led bailout in
2011 to manage its public debt. The bailout required severe austerity measures
leading to public disapproval and protests. Analysts have raised doubts about the
economic success during bailout and were even more worried about the Portuguese
economy post the bailout exit. Barely few months later, in August 2014, Portugal's
third largest bank BancoEsprito Santo, S.A. (BES) collapsed after reporting heavy
losses of 3,577 million. Portugal was able to save the bank with 5 billion but this
eroded nation's buffer capital that was saved from the EU-IMF bailout fund.
TS13-3:
Flipkart Myntra Merger: A Visionary Deal or a 'Winner's Curse'?

Harjit Singh & Sadananda Prusty, Galgotias University, Greater Noida
Flipkart, India's largest home grown e-retailer acquired Myntra.com, India's largest
e-commerce store for fashion and lifestyle products on May 21, 2014 for USD 300
million. The acquisition is expected to help Flipkart strengthen its apparel portfolio
and to survive against global giants like Amazon.com. Experts opine that acquisition
would end up their efforts to raise funds for expansion and grow enthusiastically.
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This case study is aimed at finding synergies and assessing the deal of such
acquisition. What are the chances that the deal will succeed, given that both
companies make huge losses, continue to bleed cash, and the global M&A track
record of more failures than successes? The authors further attempt to answer the
questions such as whether the acquisition of Myntra creates more wealth for the
Flipkart stakeholders. Is it a visionary deal or merely intended to prove the 'Winner's
Curse'? Findings suggest that the deal is going in right direction and showing
anticipated results. Today the combined entity's market share in the online fashion
and lifestyle space has grown from 30 to 60 per cent with this fashion-focused
acquisition.The impact of mergers on the future of the e-tailing industry is also
briefly discussed.
TS13-4:
Demand Determinants in a Changing Market Scenario: An Analysis of Indian

Automobile Industry
Pooja Misra, BIMTECH, Greater Noida
Twenty two percent of India's manufacturing Gross Domestic Product is accounted
for by the automobile industry. The Indian automobile sector happens to be one of the
most pulsating and energetic sectors operating in the country with an average annual
production clocking 17.5 million vehicles. Due to its backward and forward linkages
with other sectors of the economy, it is one of the key drivers of economic growth for
any economy. Rapidly growing middle class, rising income levels, untapped market
segments and relatively easier availability of finance are the drivers to the projected
solid but cautious growth of this industry. This is going to open the window for large
opportunities for automobile manufacturers in India. As per the Automotive Mission
Plan 2006-2016, this sector is expected to double its contribution to the GDP,
reaching a turnover of US$ 145 billion in 2016 and securing additional employment
to over 25 million people by 2016. However, the Indian auto industry did face the
impact of the global recession in 2008. In December 2008, overall production fell by
22 % over the same month last year. Though the situation was not as grim, the growth
forecast by SIAM was reduced from 12.5% to 9.5%.
TS13-5:
Extension of Banking Services for Financial Inclusion

Sukhbir Kaur & Yogita Sure, CIBMRD, Nagpur
Under Financial Inclusion plan RBI have decided to provide financial facility in
affordable cost to people who are unable to utilize it. For successful implementation
of this plan RBI instructed banks to make financial services available in rural areas.
New innovative trends in technology has changed the traditional ways of banking to
smart and alternative banking model like milk ATM, mobile-van Business facility,
etc. The objective of this case study is to understand the new innovative techniques,
models, resulting in extension of banking services initiated by many banks for
Financial Inclusion. The approach for this case study is data collected from various
banks both primary and secondary sources and the methods used by them to address
this issue on Financial Inclusion. Among various innovations Electronic Benefit
Transfer system facilitates smooth financial transaction and decreases money
leakage. Similarly, extension of banking services not only registers increase in bank
accounts but will facilitate the long term goal of RBI and Government of economic
growth and prosperity.
TS13-6:
Bitcoins An Economics and Financial Perspective

Vinay Goyal & Nilabha Bhattacharya, IIM Raipur
January 3, 2009 witnessed the beginning of a new currency Bitcoin, an online virtual
currency without any controlling central authority by solving the double spending
problem. Bitcoin is unlike any other government currency exhibiting characteristics
of a currency, equity and social network. Today the price of a Bitcoin has risen to
$505.06 per bitcoin with a total market cap of 6.653 billion dollars for a total of
13172195 bitcoins. Bitcoin trading happens 24*7 every day of the year on exchanges
45
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as well as over the counter markets. With almost zero transaction fees, bitcoin is
increasingly in popularity as a payment system in the e-commerce market, money
transfer industry, global remittance market etc. This case analyzes the market size of
these markets to find the future monetary base of bitcoin looking at the transactional
demand.
TS13-7:
Holcim Lafarge Merger

K.K Ray & Nilabha Bhattacharya, IIM Raipur
On April 7,2014 Holcim, the world's third largest cement maker by capacity of
Switzerland announced its decision to buy France's Lafarge, world's second largest
by capacity to create the world's biggest cement maker overtaking Anhui Conch of
China. This merger structured as a stock transaction at an exchange ratio of 1:1 is
expected to be completed in H1 2015. The case analyzes the merger looking at how
the synergies are divided across the merging entities. The case attempts to do a
comparable company analysis and a dilution/accretion analysis to analyze the
premium paid by Holcim. Holcim operates in India as ACC and Ambuja and is in the
middle of restructuring plans while Lafarge operates as a private entity. This merger
entails major implications for the India cement Industry with the new entity expected
to be the largest cement manufacturer in India. This merger comes at a time when
there is increased consolidation of the Indian cement industry as a result of declining
cement demand and future improvement in demand. The merger would have to be
approved by regulatory bodies like Competition Commission of India (CCI) in the
face of competition concerns and pricing power of the new entity. Significant
divestments of assets are also expected to happen to comply with the regulatory
bodies of various countries. The perspectives of current shareholders of the two
companies, credit rating agencies and stock market reactions are also presented. This
case uses sector specific multiples like EV/tonne and replacement costs to value and
analyze the recent M&A activities. The capital expenditure plans and future growth
markets in India are also discussed.
TS13-8:
Recognition of Revenue from Services A Case Study of Container Corporation Of

India Ltd
Venu Madhav Tatiparti, IIM, Ahmedabad
Container Corporation of India Ltd. is a government company setup by the Ministry
of Railways. The company was setup with the objective of enabling inland
transportation within the country and it has played a significant role in the
development of containerization in India since inception. The company has
established a network of over 60 container terminals all over India by the end of 2014.
An accounting issue had arisen in the company with regards to the recognition of
revenue from freight charges. The auditors observed that the accounting treatment
followed by the company was based on the cash system of accounting, i.e. revenue
was being recognized on receipt basis, which was not permitted as per the existing
Accounting Standards. Thus, the auditors qualified their audit report regarding the
same.
Technical Session 14 (TS14) : Marketing

TS14-1:
New Entrepreneur's Dilemma: Dealer vs. Retail

Tanushree Sharma & Priya Grover, University of Petroleum & Energy Studies,
Dehradun
The case narrates the dilemma faced by a new entrepreneur when she discovered the
notional loss of revenue as a result of her selecting a particular distribution channel.
The entrepreneur opted for dealer's route for distributing the entire range of sweetcorn products. In addition, she decided to set up her own retail kiosk for one of the
products sold to the dealer. She initially thought that the dealer being highly
46
GSMC2014
influential and well networked person, would be able to promote and distribute the
products intensively, and also quickly obtain the much needed customers' response to
the product. But, the entrepreneur soon realized that the entire range of products sold
through the dealer was fetching far less revenue in contrast to the only one which she
was retailing herself.
TS14-2:
Positron Energy Private Limited

Suresh Malodia, University of Petroleum and Energy Studies, Dehradun
Positron Energy Private Ltd.,(PEPL) has emerged as a leading techno-commercial
consultant in the oil & gas sector in India. The case provides the current business
scenario in the city gas distribution and narrate the dilemma faced by the founder
director Sujit Sugathan due to changes in government policies. This case places
students in an evaluation role, asking them to analyze the business opportunities
available for PEPL and its contribution to capacity creation. This case can be best
used in the MBA level to provide a discipline view of strategic drive decision making
in global business environment. The focus is on the project implementation and
International market entry strategy. The opportunities to combine with other strategic
synergies in the new market penetration which may in them lead to a distinct
competitive advantage of the company.
TS14-3:
Can Customer Specific Service Help In Revival Of SZTC?

Kishore Gangwani, IIM Bangalore, Sidh Kumar, IIM Calcutta, Garima Sing, FMS,
Delhi
Mr Phillips, CEO of Sunder-Zealand Telecom Corporation (SZTC), a Government
owned Telecom Service Operator in Sunder-Zealand, was in great stress. The
company's revenue and profit were falling continuously. SZTC provides telecom
services e.g. basic telephone, mobile services, etc. catering to retail and corporate
customers all over country. Customers were not satisfied with its services which
resulted declining market share, revenue and profit. Since Mr. Phillips became CEO,
revenue plummeted sharply and company registered loss for the first time and lost its
first position. Mr Phillips called upon a meeting of Board of Directors and announced
that concerned Minister of Telecom Affairs rang him up cautioning that if turnaround
of SZTC doesn't happen within two years, company will be sold and he wanted a
roadmap of revival by next Monday.
TS14-4 :
Opinion Polls: Complexities And Errors

Krishna Akalamkam, BIMTECH, Greater Noida
Elections for state legislative assemblies of Uttar Pradesh, Uttarakhand, Manipur,
Goa and Punjab were held between 4th February and 3rd March, 2012. Polling was
held for a total of 690 assembly seats, 403 in U.P, 117 in Punjab, 70 in Uttarakhand,
60 in Manipur and 40 in Goa. Involving a massive number of 137million electors
across five states, these elections were seen as precursor to the National elections
(Lok Sabha Polls) in 2014 and considered to be very important to all political parties.
Given the high number of seats involved, polls in Uttar Pradesh and Punjab attracted
a lot of media attention and a number of media houses and research agencies
conducted opinion polls between November 2011 and February 2012.
The opinion polls by and large, predicted that no party would get absolute majority in
Uttar Pradesh and the State would end up having a hung assembly. In Punjab opinion
polls predicted that Congress-I would come to power. The poll results, however,
shocked everyone as Samjwadi Party won the polls with unprecedented majority in
UP and Congress-I lost comprehensively in Punjab. The Samajwadi Party had won
224 out of 403 seats in UP, beating the predictions of many psephologists, who
forecasted only 130-140 seats for it. Similarly, opinion polls predicted 61-69 seats for
Congress-I in Punjab, where as it won only 46 seats in the end. The large gap between
pre-poll predictions and the final results made many people question the utility of
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such polls and left psephologists and researchers wondering where they went wrong
in their estimation.
TS14-5:
Neera -The Untapped Potential of a Coconut Health Drink

Cris Abraham Kochukalam, Berchmans Institute of Management Studies (BIMS),
Kerala
In India , coconut is cultivated by 10 million families with an annual production of
21.89 million nuts (2012-13). Coconut contributes Rs.10000 crores annually to GDP.
90% of coconut production is from Kerala, TamilNadu, Karnataka and Andhra.In
Kerala the coconut palm population is 1800 lakhs (approx). Kerala produces
3974000 metric ton coconuts as per 2011-12 statistics. 30% is used for culinary
purpose, 60 % for oil and the remaining for ball copra. Though the figures give a
positive picture of the coconut palm cultivation, the high cost of cultivation and the
low price that the primary produce fetches leads to a decline in popularity of this
sector . Coconut plantations were neglected for years while the over dependency on
copra-coconut oil affected the profitability of farmers resulting in declaring this as a
non-profitable enterprise. Coconut Development Board , realizing this decline lately
,got alert in revitalizing this sector. It strongly advocated delinking copra-coconut oil
dependency and focusing on more value added products, its commercialization and
marketing for regaining and sustaining the lost glory of coconut palm cultivation.
Neera is the latest addition to this array of value added products which is a sweet
,oyster- white coloured sap tapped from the spathe of coconut palm. It is a delicious
health drink,a rich source of sugars, minerals and vitamins with low Glycemic
Index(GI 35).
TS14-6:
Successful and Significant: The Brand Journey of Jagan Institute Of Management

Studies
Pooja Jain & Yukti Ahuja Sharma,Jagan Institute of Management Studies
The case looks at the Delhi based PGDM institution Jagan Institute of Management
Studies' successful run of two decades and discusses some of the past, present and
future challenges in light of its product and brand strategy. JIMS entered the business
of professional higher education in 1993 with a modest campus in a residential
locality with an objective of imparting quality education in the field of IT and
management. JIMS has been constantly ranked among top 10 B schools of
excellence in Delhi and among top 20 in India according to popular B school surveys.
JIMS has developed structures, patterns and systems based on both, corporate
expectations and students' aspirations. Quality of student enrolment is in tandem
with the placement, owing to the management's relentless efforts in building the
institution's brand name.
The case is an in-depth analysis of product and brand strategy of developing
capability, delivering quality and practising adaptability. The case highlights some of
the distinctive practices like employability gap analysis, student competency
mapping, in-house mentoring and corporate mentorship program that give a
competitive advantage to the institution. Personal interviews with the director and
the chairman bespeak the concerns, issues and obstacles dealt with. Strategic models
with respect to the practices have been incorporated in the case to give a
comprehensive picture to the reader.
Technical Session 15 (TS15) : HR & OB

TS15-1:
PARIVARTANA Training & Development Program-Planning and Implementation

at MEWCI
Balaji Singh & Brijesh Singh, PES University
This case is about a Training and Development program named PARIVARTAN,
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GSMC2014
designed and implemented for the employees of MEWCI(MEW Credence

International), an Indian MNC, headquartered in Ahmadabad, among the market
leaders in Transmission and Telecommunication EPC (Engineering Procurement
and Construction) of Towers. The organization has established itself as one of the key
players in the tower engineering, procurement and construction space. The case
highlights the desire and action on the part of MEWCI to catapult itself to the next
growth orbit by improving itself strategically in all key functional areas. The first
functional area chosen to improve upon is Human Resource because MEWCI
believes that human resource plays a major role in the development of any
organization and for any noticeable growth in the near future, human resource should
be equipped with necessary skill sets so as to increase their efficiency and
effectiveness, hence productivity. Dr Vikram Singh Deo, VP- HR & protaganist has
been entrusted with the job of training and developing employees across all
manufacturing units of transmission and telecommunication towers of MEWCI.
TS15-2:
A Case Study on Formulating and Implementing Talent Acquisition Process for

Client Success
Reshmi Manna & Shreya Gupta, IBS Gurgaon
One of leading Indian HR consultant company founded in the year 2005 is based on
multi-process HR outsourcing (mpHRO) and specialized in HR shared services,
recruitment process outsourcing (RPO), payroll & compliance management, and
cloud based HR technology solutions. The Company has built a unique combination
of domain expertise, operational excellence and innovative technology to deliver
optimum services quality to its customers. Company have established good rapport
with national and multinational clients. One of the clients who operate throughout
India outsourced their recruitment process to recruit senior sales executives for
continuing its marketing of eco-friendly electric car. To meet the growth in its
manpower requirements, the client was focusing on adding greater depth to its talent
pool for marketing their product properly.
TS15-3:
Do We Need To Value Intangible Assets to Know the True Market Value of Firm: A
Case of Successful Indian Company
Neerja Kashive, VES's Institute of Management Studies and Research, Mumbai
Many organizations have realized that the true potential of creating value lies in the
measurement, valuation and reporting of their Intellectual Capital (IC). There are
different methods to measure and report the intangibles and there is constant
realization that the traditional accounting methods are insufficient to reflect the true
value. Though the rise of IC reporting is useful, its significance is seen more in
knowledge organizations because their competitive advantage derives from
innovativeness and market positioning. This case studies intangible asset monitor as
the method of measuring intangible asset with special reference to one of the
successful IT Company in India. The case reflects clearly how this organization is
able to quantify their intangibles and calculate the financial value they are adding to
the company. The above case study provide a good basis for understanding intangible
assets valuation and the changes in calculating from using Lev and Schwartz Model
to GIST-HCX model and now using IFRS 13 Fair Value Measurement.
TS15-4:
Self-Managed Teams: Transforming Commitment to Growth and Empowerment

Agna Fernandez, Siva Sivani Institute of Management
The case draws light on the manner in which Self-Managed teams had promoted
empowerment at the workplace. MT way of working involves giving team members
skills, resources, authority, opportunity and motivation, as well as holding them
responsible and accountable for outcomes of their actions. This requires a whole new
approach towards people. Right from selection of the trainees, the scientific selection
process involved and the manner in which self-managed teams operate are
highlighted in the case study. SMT was an empowered, multi-skilled team with
49
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operational decision-making authority. The idea was to increase efficiency in

manufacturing by reducing hierarchy in the organization; build an organization
without the pitfalls of conventional structure; and serve as a benchmark in terms of
speed, response to customer needs and overall efficiency. The benefits to employees
and the organization and the manner in which the structure of the team operates are
portrayed vividly in the case.
TS15-5:
Sports Roots: The Challenge of Transforming Sports in India

Aashish Mehra & Naveen Savita, Prestige Institute of Management, Gwalior
The case is about a newly ventured international sports training, management &
marketing company, with offices in Gurgaon (India) and Paris (France) which aims
to transform the manner in which sport is played at the grassroots level in India by
creating world-class, structured & age-appropriate training programs. The ambitious
plans of the company's founder/director and co-founders to achieve their goals in a
stipulated time frame covering almost all big parts/centres of India and that too with a
vision to bring a significant 'culture change' in the way sports are looked at in the
world's second largest populated country makes it a most challenging and enduring
mission to accomplish. The search for getting some strategic alliance with an
international academy especially in football by the Sports Roots ended by joining
hands with the famous PSG (Paris Saint-Germain) Football Academy of France. The
aim was to bring the 'best in class' sports training methodologies and skills to India
and by partnering with the Paris Saint-Germain Academy, whose program is one of
the best in the world, it was all set to spearhead sports movement especially in
football training. But, the big question was- whether having a tie-up with an
international football academy and working on its model is enough to develop sports
at the grass root level in India or was it something more important to do while
aspiring to spread sports as a movement in a developing country like India, where Per
capita expenditure on sports is among the lowest in the world? This case study
describes the efforts made by the young company and the challenges it has to face in
communicating its mission and building a brand name in sports training and
management.
TS15-6:
A Case on Contract Labours

Esrafil Ali & Shashank Mittal, IIM Raipur
The Government of India has enacted the Contract Labour (Regulation & Abolition)
Act 1970 in order to regulate the establishments wherein contract labour has been
employed by the contractors. The Act regulates that the contractors or principal
employer has to provide and maintain the health, safety and welfare of contract
labours. The Central and State Advisory Board has also been formed in order to
implement the provisions of the Act.
This Case is about M/s Vanita Chemicals Limited which is located at Thane
Belapur Road, Maharashtra. The Company was engaged in manufacturing of various
chemicals since 1991. The total manpower of the Company was 450. It had provided
canteen for the employees and it was running on contract basis. Mr Rama Shetty was
a canteen contractor. The canteen contract was registered by the company under The
Contract Labour (Regulation & Abolition) 1970. An agreement was also signed by
Rama Shetty as a canteen contractor and on behalf of company a factory manager,
Mr. Kulkarni.
The Case focuses on the issues related to making contract labours 'permanent' in the
Canteen of Vanita Chemicals Limited. The Canteen employees who were on
contract, with the pressure of internal union, demanded the Management to make
them permanent employee of the Company. Retaliating, management issued a letter
of termination of canteen contract which was delivered to the Canteen Contractor
immediately. The issue was raised to the Labour Commissioner's Office by the
canteen employees. The Canteen Employees started giving slogans against the
company. Further they used abusive language against the management. They were
doing the same activity every day.
50
About Organizer
IIM
RAIPUR
Indian Institute of Management Raipur (IIMR) was setup by the Government of India, Ministry of
Human Resource Development in 2010 at Raipur, the capital of Chhattisgarh. The Indian Institute
of Management (IIM) brand has now become synonymous with innovation, talent and zeal for
success and contribution to the discipline of management. In 2010, the Government of India set
up three new IIMs to meet the growing demand for top quality professionals. IIM Raipur is one
amongst them. It is situated at Raipur in the state of Chhattisgarh - one of the fastest growing states
of India, with its rich mineral, forest, natural and local resources. The first batch of its flagship
programme 'Post-Graduate Programme in Management started in 2010.
Presently IIM Raipur operates from the Government Engineering College Campus, Sejbahar,
Raipur. The Government of Chhattisgarh has identified 200 acres of land for the proposed IIM
Raipur campus at Naya Raipur. The proposed campus will be a state-of-the-art campus,
presenting a blissful mix of modern architecture, culture & heritage of Chhattisgarh.
The Institute aims at bringing a global perspective to all its programmes and activities in a fast
changing global economic environment. The Institute also encourages an overseas exposure for
its students with the belief that it will help them to assimilate best management practices and
understand the importance of cross culture issues in management.
Right from its inception the Institute focuses on contributing to the growth and development of
the Nation, region and society at large. As such it gives importance to courses and managerial
trainings that are moulded in a way true to the culture and unique requirements of the state and
organisations herein. Ethical practices in management, grooming socially responsible leaders for
today and tomorrow are also the primary goals of the Institute.
It is keeping in mind these aims that IIM offers the following programmes.
Doctoral Programmes
n
Fellow Programme in Management (FPM)
n
Executive Fellow Programme in Management (EFPM)
Post-Graduate Programmes
n
Post-Graduate Programme in Management (PGP)
n
Post-Graduate Programme in Management for Working Executives
(PGPWE)
Executive Education for Corporate, Public Sectors and Government
n
Management Development Programme (Open)
n
Management Development Programme (In Company)
Summit Partner
ET Cases' an initiative of Times Centre for Learning Limited (The Times of India Group, India's
oldest and biggest media conglomerate) mission is to enable an effective and efficient classroom
delivery.The driving force and practiced advocacy at ET CASES is co-creation creating value
for the management fraternity faculty from business schools, practicing managers from a wide
spectrum of companies and industries, or aspiring managers through seamless collaboration and
value sharing, to enable efficient and effective decision-making. ET Cases aims at innovating
pedagogical platforms and bring these to the classrooms and bridge the gap between the academia
and business life.
Sponsors & Partner

Silver Sponsor
Cultural Programme Sponsor
Bharat Aluminium Company Ltd.
Directorate of Culture & Archaeology

Government of Chhattisgarh
IIM
RAIPUR

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Programme Schedule & Abstracts

Indian Institute of Management Raipur

2. Objective of the Summit

4. Summit Advisory Board

6. Abstracts (Area Wise)

12th-13th December 2014

About GSMC 2014

Objectives of the Summit

Ashish Kumar Garg

Indian Institute of Management

Indian Institute of Management

Indian Institute of Management

12th-13th December 2014

Summit Advisory Board

IIM Ahmedabad, India

IIM Calcutta, India

Tata Institute of Social

Prof. Kip Garland

Fundacao Dom Cabral

Prof. Mithileshwar Jha

IIM Kozhikode, India

Prof. P.K. Jain

IIT Delhi, India

IIT Madras, India

Prof. Prabal K. Sen

IIM Bangalore, India

IIM Indore, India

Prof. Sandra Dow

Tata Institute of Social

Prof. Vinita Sahay

Ms. Aparna Mahajan

IIM Raipur, India

IIM Indore, India

Prof. Sanjeev Prashar

Prof. Vasant Sivaraman

Prof. Sumeet Gupta

Lighting of the Lamp

Saraswati Vandana by Students of IIM Raipur

Introduction of GSMC by Dr. Ashish Garg,

Welcome Address by Prof. B.S. Sahay, Director, IIM Raipur

Key Note Address by Prof. Indranil Bose,

Key Note Address by Prof. Rishikesh T. Krishnan,

Inagural Address by Shri Kewal Handa, Former Managing

Vote of Thanks by Conference Co-Chair Dr. K. K. Ray

Technical Session 1: Finance

Paper Title and Authors

2. SFPCL as the Golden Gateway towards success of

12th-13th December 2014

7. Beml Limited - Value Creation is Inevitable

Technical Session 2: Marketing

Technical Session 3: HR & OB

Case Title and Authors

5. Workplace Deviance: The Case of Absenteeism at Bharat

Technical Session 4: Finance

Case Title and Authors

Technical Session 5: Marketing

Case Title and Authors

12th-13th December 2014

4. Ganesh Bhel & Chaat Products Pvt Ltd: Pioneering

Technical Session 6: Strategy & General Management

Case Title and Authors

Panel Discussion : Teaching Learning Process

PCCF/MD, Forest Development Corporation, Govt of CG