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Human Resource Management (HRM), Industrial Relations, Labor Law (Indian business context), Organizational Behavior, Trade Union and Employer-Employee Relationship.

Academic students (MBA and BBA), management trainees, HR managers and top management of organizations interested in understanding the importance HRM practices.

This case describes an Industrial Relations situation in an automobile company in India. It begins with the mention of Maruti Suzuki India Limited's (MSIL) brush with an unprecedented labor violence that rocked its Manesar facility on July 18, 2012, eventually leading to the lock out of the same on July 21, 2012. Further, it describes the background of the company, employer-employee relationship, a series of strikes experienced by the company, incidents that led to the violence, incidents that happened on the day of violence and finally actions taken after the violence by the company, the government and the union. With such details, the case raises questions on the prolonged people management issues afflicting MSIL. It endeavors to educate the discussants on the specifics of an industrial relations system and the role of each actor toward maintaining industrial peace.

Understanding the role of actors of industrial relations toward effective HRM in the organization. Analyzing the compliance of the actors under the existing labor laws as applicable to the organization. Comprehending the attitude of employees, employers and industry toward each other and also toward the job. To understand the nuances of people management function and its contribution toward the violence that eventually resulted in lockout. To comprehend various organizational behavior concepts that shall help synergize the employees' objectives and employer's goal. To analyze the complete incident with relevant organizational and industrial relations (IR) theories.

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This case describes the events following an incident of a rape in a taxi associated with Uber, by its driver. Uber was an application based taxi operator. The events raised several issues for government systems and processes, such as need for regulation of new formats of business like application based taxi services, integrated databases, checks against forgery and holistic approach towards women safety. The case also brings out how an e-commerce business raises regulatory concerns.

Entrepreneurship, new venture management, new venture planning.

The case involves various issues within entrepreneurship and the new venture management field such as business model, SWOT analysis, Pros and Cons analysis and challenges faced during the idea commercialization phase. Thus, this case can be used for covering multiple perspectives related to entrepreneurship and new venture planning. This case is useful for discussion in a session on opportunity recognition at ideation stage. This case is also ideal to teach the “Business Model Canvas”, which is fast gaining centre-stage for modern enterprises. The case also covers issues within strategic management such as what actually constitutes a strategy.

The case is based on a field study and primary data collected by interviewing the co-founder of the portal www.drivers420.com. This case describes a situation in which Malkit Singh Bal (Bal) Partner of Bal Road lines shares with Mr Amarpreet Singh (Singh), who was about to be hired as a consultant for Bal Roadlines, information regarding the rise in fraud and crime carried out by fleet drivers and asks him to help him find a solution to the problem.

Prepare a “Business Model Canvas” for the successful operation of business by identifying intended customer segment, value proposition, cost structures and revenue streams. Conduct “Pros and Cons” analysis for starting a business. Conduct “SWOT” analysis for starting a business. Understand what actually constitutes a strategy and understand the five elements constituting strategy.

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CSS 3: Entrepreneurship.

The purpose of this case is to expose readers to the dilemma of expanding domestically or internationally and simultaneously taking key decisions while expanding the business to the international markets. It could be a foundational case for understanding international expansion and growth strategies.

After the case analysis, students would be able to:

• understand the potential of the domestic market and the factors affecting the international expansion;

• evaluate the various methods to enter an international market;

• identify the challenges of expanding a business into emerging markets such as India;

• analyze the various growth and expansion strategies in an emerging market such as India; and

• assess the online promotion strategies in an emerging market.

NIVA, The Satin Collection, is a manufacturer and distributor of a luxury collection of silk and satin products. Founded in 2020, NIVA is based in Dubai with more than 1,000 customers. The products include silk bedding, silk sleepwear, fashion accessories and reusable satin masks, and they are made-to-order, custom-made and tailored locally in Dubai. Currently, all the operations are run and managed by the company’s founder, Purva. The only operation which is outsourced is the stitching process. The company is completely operating online and is currently promoting products only through social media platforms such as Instagram and Facebook.

Purva is planning to expand her business. The two options are extending her existing operations in the UAE and expanding to other emerging markets, starting with India. Purva needs to decide on a suitable internationalization strategy to decide whether it is the right decision to enter the Indian market, including an entry and promotion strategy in her target market. In addition, she needs to decide whether to continue with NIVA’s current business model in India. There might also be additional possible challenges for NIVA in entering the Indian market.

Postgraduate MBA students, other graduate-level management programs and undergraduate-level students.

Teaching notes are available for educators only.

CSS 5: International Business.

Leraning outcomes are as follows: demonstrating how companies in the Indian market are using competitive advertising; giving participants an overview of the regulatory framework for advertising in India; highlighting the complexities arising out of the multiplicity of advertising regulations and institutions in India; appreciating the legal and ethical perspectives of advertisements and self-regulation; and evaluating the stance taken by both the parties in this particular case to develop multi-stakeholder perspective.

A recent advertisement by international conglomerate Hindustan Unilever Limited was severely criticized for insulting Indian values by Baba Ramdev, promoter of India's largest Ayurvedic Company selling Indian indigenous and natural alternate medicinal products. It was in a complete reversal of the scenario between 2015 and 2018 when other Indian consumer goods companies complained against advertisements released by Patanjali. Indian fast moving consumer goods sector is witnessing a trend of competitive advertising in which companies are downplaying and criticizing the competitors. Though quite old, this trend caught momentum when Patanjali Ayurved Limited, a new player in the market, started advertising aggressively in 2015–2016. It resulted in many complaints by the aggrieved parties in the industry bodies and different courts of law in India. A part of the confusion comes from the diversity of advertising regulations across different Indian platforms and the absence of a clearly defined institutional framework for resolving such disputes. Consequently, most such disputes land up in the court of law in India. The case study builds an understanding of the legal framework within which companies are governed for brand promotions and creates a contextual ethical dilemma to drive the discourse on advertising through self-regulation in India.

This case is meant to benefit students pursuing a graduate or upper-level undergraduate degree in management or law/business law.

Teaching notes are available for educators only.

CSS 8: Marketing.

This case study is best suited for courses in career management, stress management, work–life management or science of well-being in organization behavior (OB) or human resources management (HRM). This case study is targeted at the MBA or executive development programs. The learning outcomes of this case study are as follows: to analyze the challenges in balancing Suraj Kumar’s (the protagonist) work–life balance situation and identifying the main causes of such a conflict. What are some strategies that could be used to address these issues? To develop a plan to balance work responsibilities with family and personal life. What specific actions could he take to achieve this balance? To design a training program for employees that addresses work–life balance issues. What topics would you cover in the training, and what methods would you use to deliver the content? To create a proposal for a flexible work arrangement program that an organization could offer to its employees. What would be the benefits of this program, and how would it be implemented and managed? To develop a business case for why an organization should prioritize work–life balance for its employees. What are the potential benefits of doing so, and how can the organization measure the impact of its efforts?

This case study discusses conflicts due to competitive priorities that people face in balancing the pressures, roles and responsibilities between their professional life (careers) and their personal life, and the trade-offs that they make across these multiple aspects of their lives. This case study revolves around Suraj Kumar, a successful consultant, who was offered a promotion as the executive director for the social sector. This promotion would require extensive travel and time away from his family. Kumar was struggling to balance his work responsibilities with his family life and his involvement with the Smile and Shine Foundation, which supports the education of children from economically weaker sections of society. He was reflecting on his past and present and trying to figure out how to prioritize his commitments while also achieving his personal and professional goals.

This research has shown that a case discussion and role-play can be effective for a less experienced audience. Instructors can provide multiple perspectives to stimulate reflection and debate. For executive MBA or executive development programs, a self-reflection exercise is recommended. Participants in these programs may have personal experience dealing with or may know others who have dealt with work–life balance issues, making self-reflection a valuable tool.

Teaching notes are available for educators only.

CSS 6: Human resource management.

The case is written on the basis of published sources only.

Doodlage, a start-up incorporated in 2012 by Kriti Tula, Paras Arora and Vaibhav Kapoor, used discarded waste to create sustainable fashion products. It had a first-mover advantage in recycled fashion goods in the first 10 years of its existence. The company contributed to sustainable fashion by providing an alternative to fast fashion production, creating enormous clothing waste and environmental degradation. In the first quarter of 2022, it saved and reused 15,000 m of fabric waste. From 2018 to 2021, the company grew 150% annually, targeting the right customers and regions to expand its business. It ensured that postproduction industrial waste and postconsumption garments were used to produce clothes. It also confirmed that the waste generated in its fabric screening process was used to create stationery items and other valuable accessories.

However, the sustainable fashion model that gave the company a competitive advantage became obsolete in 2022 due to increasing competition in the industry as various players using unique ideas entered the market. The company is encountering operational and logistical challenges that are affecting its performance. The demand for its products was also subdued due to high prices of upcycled and recycled clothes and less consumer spending post-COVID pandemic. The competitors of Doodlage offered multiple products produced using environmentally friendly farming and manufacturing techniques, attracting sustainable purchasers. What should be the new portfolio of products for the company to explore future growth opportunities? Considering their vast price, can consumers be encouraged to buy upcycled clothes? How should the company ride the winds of change in the industry?

The instructor should initiate the class discussion by asking questions such as how frequently do you shop for clothes? Do you care about the fabric of your apparel? After you discard your clothes, do you think about where these goods finally end up? Data on the amount of total waste generated in the fashion industry should be communicated to students to connect it with the importance of the concept of circular economy. Post this, the instructor should introduce the business model of Doodlage to bring the discussion into the context of the fashion industry before going ahead to discuss the company’s dilemma.

Post analysis of the case study, students will be able to comprehend the significance of Six Sigma and its integration with the human resources (HR) processes in the service sector. Post case study discussion, students will be able to: examine the HR processes of ISOQAR (India) and deduce the reasons to seek change in their approach; validate the importance of integrating Six Sigma in the human resource management (HRM) framework of an organization; and categorize the difficulties encountered while implementing Six Sigma in the service sector compared to those in a manufacturing environment.

In September 2006, four senior employees of an audit firm made the decision to start their own venture. They identified a gap in a sizable and fiercely competitive auditing industry. Nishid Shivdas, Suhas Risbood, Shiv Prakash Bhutra and Burgis Bulsara, co-founders of ISOQAR (India), had distinct leadership experiences that drove the organization to concentrate on developing a broad range of services, with a focus on management consulting, training and audit services. They created a distinctive positioning in market in a short span and reported growth by building strong customer relationships, providing high-quality service and personalized attention to individual clients and meeting deadlines. The wide gamut of services included areas such as the payment card industry, data security standard, information security management systems, business continuity management, service management systems, food safety management system, Responsible Jewellery Council certification services, retail audit services and risk assessment services. They concentrated on collaborating with UKAS for their accreditations. The focus on offering great services with faster response times, a varied array of services and the expertise of its founders let them to price their services at par with some of its competitors, and even higher in few cases. It did not have a large support staff; however, the ones they had were multifaceted, both full time and contractual. Being in the service industry, the founders realized that to maintain growth as the firm aims to grow geographically, their heavy engagement in the existing operations would have to give way to more standardized processes in general and HR in particular. Ensuring the integration of the current workforce to the Six Sigma framework presented challenges.

This case is designed for second-year students enrolled in Master of Business Administration/Post Graduate Diploma in Management (MBA/PGDM) or equivalent postgraduate-level programmes, in the domain of “Human Resource.” It will enable the students to engage with the significance of “Six Sigma” being used in various processes in the HRM framework. It can also be taught to students in the domain of Marketing because of its relevance to the service sector.

Teaching notes are available for educators only.

CSS 6: Human Resource Management.

After completion of the case study, the students will be able to analyze the challenges and opportunities associated with business expansion in any business, assess the significance of leveraging existing strengths versus exploring new markets for organizational growth, evaluate the implications of regional consolidation versus national expansion strategies, develop strategic thinking and decision-making skills in a competitive business landscape and understand the nuances of market dynamics, brand recognition and operational challenges in diverse geographical regions.

Oneiros – The Sports Club stood poised at a pivotal juncture, grappling with a strategic quandary that encapsulates the divergent visions of its leadership. The narrative unfolded in Surat, a vibrant city in the state of Gujarat where contrasting viewpoints champion the familiar stability of local success against the lure of uncharted state and national territories. Ms Hemali Shah advocated for consolidating the club’s triumphs in Gujarat, emphasizing on the parameters of brand loyalty and operational mastery. In stark contrast, Mr Robin Patel envisioned a bold expansion strategy across the state, aiming for brand recognition and a paradigm shift to regional prominence. Caught amidst these competing visions, Mr Sumit Lathia who was aspiring for the club’s national presence navigated the complexities of market dynamics and business model, oscillating between preserving familiarity and embracing the allure of ambition. This case study highlights the nuanced strategic dilemmas faced by Oneiros, offering a captivating exploration of growth strategies in a competitive landscape. With insights from various perspectives within the organization, this case study navigates the complexities of growth, market dynamics and the balance between familiarity and ambition. This case study offers valuable insights and practical applications for students pursuing regular Master of Business Administration (MBA) and executive MBA programs, as well as undergraduate and postgraduate studies in entrepreneurship and strategic management. By examining the strategic decisions and operational challenges faced by Lathia and Oneiros – The Sports Club, students can gain a deeper understanding of key concepts such as public–private partnerships, market expansion strategies, customer segmentation and revenue diversification.

This case study is positioned within the decision-making or business development modules of the curriculum. It serves as a platform to apply theoretical concepts of strategic decision-making, market analysis and growth strategies to a real-world scenario. This case study prompts students to critically evaluate expansion dilemmas and devise strategic solutions.

Teaching notes are available for educators only.

Strategy.

Entrepreneurship, internationalization, family-owned business management, strategic management.

MBA/postgraduate management program courses on family business management. The case can be taught at the beginning of the course to acquaint students with the dynamics of family-owned businesses. MBA/postgraduate/undergraduate courses on entrepreneurship. It can be used in the middle of the course to highlight the challenges presented by an entrepreneur due to change in the business environment and macroeconomic scenario. MBA/postgraduate course on strategic management. It can be used at the beginning of the course to introduce strategies for managing and sustaining growth of a business. MBA/postgraduate course on organizational development. It can be used in the middle of the course to help students understand the importance of designing an optimal organizational structure for a family business.

FragraAroma was an Indian fragrance company. Anil Gupta, the Founder and Managing Director of FragraAroma, and his sister Nisha were equal shareholders of the company. With changes in the Foreign Direct Investment Policy in 2013 in India, Anil and Nisha's husband Tarun had different expansion plans for FragraAroma. While Anil was planning to expand FragraAroma internationally, but his sister and her husband wanted diversification of the company's customer segment in the domestic market itself. The case is poised at the juncture, where Anil was facing a labyrinth of critical decisions. Would he go ahead with Tarun's expansion plan or stick to his plan of internationalization? Would his decision affect the harmony of the family? Was there a way that could enable him sailing his family and family business out of the doldrums?

This case is primarily about a family business and the dilemmas faced by the owner of that family business. The case captures the challenges faced by a family business in sustaining growth and competitiveness. The case can be used to understand how decisions are taken in a family-owned business. To understand the challenges faced by a family-owned business while developing and implementing its growth strategies. To understand the opportunities and challenges presented to a family-owned businesses when macroeconomic scenarios change. To understand the spillover effects of business decisions on family relations in a typical family-owned business setup.

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