Case studies

The case, “Shivani Carriers Pvt. Ltd.: Managing Employee Motivation at the Bottom of the Pyramid”, has been designed to teach students about the basic principles of employee motivation. The case is also a representative example of the problems faced by small and medium-sized businesses in employee acquisition, motivation, and retention, especially at junior levels i.e. entry-level operational and front-line roles. The case documents the history and evolution of the driver management system (DMS) instituted by Vandana and Hemant Laddha at Shivani Carriers Pvt. Ltd. (SCPL). It looks at the constraints faced by the company and the challenges that emerged during the implementation of the new system. After initial success, Vandana Laddha faced a dilemma around the future direction of the DMS. The original incentive scheme had been a success: driver productivity and motivation had improved significantly. Given that the scheme had achieved its desired objectives, the firm had decided to modify it to further improve efficiency. However, employee discontent was brewing since the scheme had been modified. Vandana Laddha had to decide if she should she bring back the original incentive management scheme to quell employee discontent or should she introduce alternate initiatives to manage driver motivation? If she chose to introduce new initiatives, what could these be? What mechanisms would she need to put in place to support the new initiatives? What about the complaints of the drivers? What should she do to address the complaints of the drivers? The case provides students with an opportunity to understand the principles of employee motivation with the help of extant and contemporary research on motivation. It also sheds light on the link between initiatives aimed at increasing motivation and other managerial activities and mechanisms. Importantly, it helps students arrive at an integrated framework that links various aspects of employee motivation such as needs, cognitions, work design factors, organizational support and actions, organizational culture and industry context.

Agarwal Packers and Movers Limited is an example of a business that delivers superior customer service with continuous logistics design innovation. The case provides details of a leading logistics and solution provider for household goods relocation who in past was facing problems due to increase in number of customer complaints and claims and also increase in packaging costs. APML believed that mistakes could be avoided and defects could be prevented. Solutions were offered by modifying the processes through innovation in its services resulting in customers' delight. As a result of continuously improving capabilities, people, processes, and technology; the services improved too. The case gives an insight on how the company improved its services by innovating and how these innovations were sustained by such a large organization with many branches throughout India.

Steve Holder had already worked with Matsapha College for ten years as the organization matured its macadamia orchard to the point of yielding sufficient proceeds to assist in the support of the colleges educational endeavors in Swaziland. Now Matsapha College was entertaining the possibility of launching a separate entity, Kumnandzi Macadamia Importers, to be a stateside distributor of both Matsapha's macadamia nuts and that of other growers in the region, with the prospect of producing additional revenue to help sponsor education. The Board of Matsapha College is interested in the idea of having the College prosper from added macadamia sales, but members have mixed opinions about the direction and form this growth should take. Before any major decisions are made, Steve learns that the organization should do some self-reflection and decide what Kumnandzi Macadamia Importers is all about before proceeding. Specifically, the Matsapha College Board of Directors needs to articulate its vision for the proposed new entity, as well as craft the entity's mission statement and value proposition.

The case was based upon extensive interviews with the President of the organization being described.

This case is targeted to both undergraduate and graduate students in Strategic Management, but may include Marketing Principles, Marketing Management, Strategic Marketing, and Entrepreneurship, especially if the course includes the task of building a business plan or marketing plan that incorporates vision and mission statements as well as a customer value proposition.

This case provides information about the start-up of a successful landscaping/snow plowing business by a high school student. A description of some of the characteristics of the entrepreneur, his method of gaining start-up funds, and suggestions about the way he focused himself on his goals offer food for thought to students about the start-up process and selection of an appropriate form of business ownership.

Primary research.

This case is designed for use by undergraduates in introduction to entrepreneurship, entrepreneurial finance, or introduction to business classes. It can be introduced early in the term to encourage discussion of launching a business.

This case provides an opportunity to discuss the design and implementation of a Public Private Partnership project. It describes the Delhi Airport Metro Express Line project from conception to completion, and the subsequent dispute between the Public and Private partners leading to the Concession Agreement going into arbitration. Students discuss the reasons for failure and come up with suggestions for another metro rail project currently in the design stage.

This case focuses on the issue of additional fleet acquisition by Ispaat Parivahan Limited (IPL) for its contract obligation fulfilment with Solid Steel Limited. As per contract, IPL was to transport overall 15,000 tons per month (tpm) till July 31, 2015 to the North and West. But IPL failed to uphold its part of the contract and fell short of the target for the North. IPL could transport only 12,800 tpm, leading to a penalty payment. To avoid this, the company proposed acquisition of more fleet. One of the issues was additional time due to return loads. The Board wanted IPL to assess scenarios with and without return loads.

GiveIndia is an online donation platform that bridges the gap between the donors and credible Non-Governmental Organizations. The focus of GiveIndia has been on individual donations with a vision to create a culture of giving, where every Indian donates at least 2% of their income for the poor. In 2013, the Government of India introduced Corporate Social Responsibility Bill, which mandates corporates to invest at least 2% of their profits in CSR activities. At present, GiveIndia has not been seeking corporate, but now they find themselves at the right position to exploit this opportunity. Dhaval, the CEO faces a dilemma. Corporate donations could significantly increase his funding; however, it could also lead deviations from the mission to creating a giving culture. There were other problems to contend with, such as the question of investing in GiveIndia brand, how to pitch business reasons for philanthropy and employee compensation and retention issues.

IFCI Limited-a non-banking financial corporation in India was struggling with issues of negative Capital Adequacy Ratio and high non-performing assets till 2007. The company had not done any business for a decade until 2007. July, 2007 was the time when Atul Rai joined the company as the CEO. This case revolves around the various strategic initiatives taken by Rai and his team to help the firm turnaround. The main focus of the case is on the implementation of some of the key strategic decisions. The case gives opportunity to review IFCI's strategy and make recommendations for future expansion.

The case provides an opportunity to students to learn about the basic concepts in Project Management using a situation that can be easily understood by all. The case provides the instructor an opportunity to demonstrate to the students as to how precedence relationships are to be generated from assertions made about a project by the project in-charge – a feature that is generally missing in most cases on the subject. The case also provides an opportunity to develop a Linear Programming (LP) model for the project. The teaching note accompanying the case provides a simple, innovative LP formulation and outlines as to how it can be used to identify the critical path and the critical activities. The case can be taught in one session (if LP formulation is not covered). Else, since it is suitable for two sessions, the model can be developed and solved in the class in the second session.

The ‘CSIR-Tech: Facilitating lab to market journeys’ case is designed to teach students the strategic intricacies of an organizational network. The case also throws light on the formation and design of a collaborative inter-organizational network. CSIR, a premier R&D organization in India, was plagued with challenges in the commercialization of technologies developed in its constituent laboratories. CSIR-Tech was established as a private-limited company to catalyse the technology development and commercialization process. The case analyses formation of CSIR-CSIR-Tech alliance and discusses how the alliance can help in overcoming challenges associated with commercialization of technologies being developed at CSIR.