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Case study
Publication date: 25 July 2023

Pooja Gupta, Sangita Dutta Gupta, Varnika Garg, Aakriti Jain, John Kavalakkatt and Aditi Mahawar

There are two theoretical concepts that can be taught in this case.The new approach to teaching entrepreneurship is termed “lean start-up” and “hypothesis-driven…

Abstract

Theoretical basis

There are two theoretical concepts that can be taught in this case.The new approach to teaching entrepreneurship is termed “lean start-up” and “hypothesis-driven entrepreneurship.” The business model canvas is a core tool of this approach. This framework defines nine key components of a successful business strategy. These components include defining value propositions; identifying customer segments; identifying channels; maintaining customer relationships; defining key activities, key resources and key partners; understanding the revenue model of the business; and the organization’s cost structure. This is considered to be a rigorous approach to learning about and developing a new venture.The other theoretical approach that can be discussed through this case is the link between uncertainty and entrepreneurial growth. These theories associate the willingness of entrepreneurs to bear the perceived uncertainty associated with entrepreneurial acts as representative of the belief-desire model. There is a need for entrepreneurs to experiment and search for alternative paths forward in order to counter this uncertainty. Systematic search processes to discover relevant information will strengthen this process.

Research methodology

This case is based on primary data collected through interviews with company personnel. The company consented freely to the use of their data in the case. The authors have no connection with the company. The four student coauthors had previously pursued an internship with the company and had worked on the machine learning analysis part.The two faculty coauthors in the case contacted the company after the internship and discussed the opportunity to write the case on the company. One of the faculty then interviewed key personnel in the company, including one of the co-founders.

Case overview/synopsis

Xoxoday is a technology company that provides employee rewards and corporate gifting to its customers. The company was started by Sumit Khandelwal, Manoj Agarwal, Abhishek Kumar and Kushal Agarwal. In 2018, the company reinvented itself as an experiential gifting company.The company faced some challenges during the lockdowns imposed due to COVID-19. Khandelwal knew that they had to try something new to achieve higher growth in the future. He wondered if higher usage of technology was the solution. It was necessary for them to carve a new path in these times.

Complexity academic level

This case study can be used at the undergraduate level in courses relating to entrepreneurship strategy and business models for entrepreneurs.The case can be used to highlight the dilemmas faced by entrepreneurs due to unforeseen crises. This case is relevant for classes that will discuss growth crises and out-of-the-box solutions for unprecedented crisis situations.

Details

The CASE Journal, vol. 20 no. 2
Type: Case Study
ISSN: 1544-9106

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Case study
Publication date: 24 June 2024

Pooja Gupta and Mafruza Sultana

After completion of the case study, students will be able to understand key stakeholders’ current and future role in a family business using techniques like Gersick 3 Axes Model…

Abstract

Learning outcomes

After completion of the case study, students will be able to understand key stakeholders’ current and future role in a family business using techniques like Gersick 3 Axes Model, understand the power dynamics in a family business, understand the power struggles seen in the family business and understand the challenges in the implementation of a deed of family settlement (DFS) with multiple stakeholders.

Case overview/synopsis

Kirloskar group was established in 1888 by Laxmanrao Kirloskar. He started with farm manufacturing equipment and later diversified into various kinds of engine manufacturing units. Kirloskar Group today is an Indian conglomerate multinational company with its headquarters in Pune, Maharashtra; India exports to more than 70 countries, most of which are from Africa, Southeast Asia and Europe. The group was managed as a cohesive unit until Chandrakant Kirloskar was at the helm as the chairman. Each brother’s family was managing a business and companies in the fold in which they started. The Kirloskar Group had first split in 2000 when Bengaluru-based Vijay Kirloskar (Ravindra Kirloskar’s son, fourth son of Laxmanrao Kirloskar) moved out of the group with Kirloskar Electrical while the Pune-based Kirloskar brothers moved out with Kirloskar Oil Engine Engines, Kirloskar Brothers, Kirloskar Pneumatics and related subsidiaries. In 2009, a DFS was signed among the family members, including a noncompete clause against each other regarding the usage of the Kirloskar brand name and the tagline “Kirloskar Enriching Lives.” The current dispute started in 2020 when first Vijay filed a suit against his nephews regarding illegal usage of the Kirloskar brand name for the companies not eligible to use it and second when Sanjay Kirloskar also filed a similar lawsuit against his brothers for illegally using the brand name and violating the noncompete clause. The high court, in its judgment, sent the case for arbitration, but Sanjay approached the Supreme Court of India regarding the stipulated arbitration process. With both sides taking a hard stance, there did not seem to be a quick resolution to this dispute.

Complexity academic level

This case study is suitable for both undergraduate and postgraduate level in entrepreneurship course and family business course.

Subject code

CSS 3: Entrepreneurship

Supplementary materials

Teaching notes are available for educators only.

Details

Emerald Emerging Markets Case Studies, vol. 14 no. 2
Type: Case Study
ISSN: 2045-0621

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Case study
Publication date: 6 May 2020

Rajesh Panda, Pooja Gupta and Madhvi Sethi

The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by…

Abstract

Theoretical basis

The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by Gersick et al. (1997). After understanding the family business system, the case delves into making the students understand the circumplex model of the marital and family system. This matrix talks about the flexibility in the business structure along with cohesion in the family unit. The case then gets into the discussion about succession and the new generation joining the family business and the conflicts that may arise due to the same. It might be imperative to bring out the different forms of conflict that may arise in the family and business system. Researchers have identified three forms of conflict – task, process and relationship (Mckee, Madden, Kellermans and Eddleston, 2014). As passing the baton would take place next for this business in the case, the current generation needs to look at the future growth strategy for the business. Here, the discussion refers to the exploitation and exploration matrix given by Bergfeld and Weber (2011).

Research methodology

This is a primary data case. The data has been collected from SK Enterprises. Interviews were conducted to arrive at the issues and challenges discussed in the case.

Case overview/synopsis

This case talks about the dilemma of a first-generation entrepreneur. Jatinder Agarwal was the owner of SK Enterprises, a light-engineering firm manufacturing bright bars, engine parts and ceiling fan shafts. He had set up the business in 1984. His brother, Ramesh was helping him in the business. The business had prospered and grown from a single product manufacturing workshop in 1984 to two factories manufacturing multiple light engineering products. In 2015, the business was doing well and both Jatinder and Ramesh were excited to involve their respective sons, Pranav and Sanidh in the business after completion of their education. The case is about the challenges faced by Jatinder and Ramesh with the entry of a new generation. Jatinder and Ramesh were working in the family business with an implied structure where the business was a sole proprietorship in the name of Jatinder but the decisions were taken by both the brothers collectively. With the entry of the new generation, Jatinder had to decide how to re-organize the business and avoid conflicts in the family. He also had to take a decision regarding the future course of strategy, which would help the business grow further.

Complexity academic level

This case is about the dilemmas faced by a first-generation entrepreneur. The case can be taught in an “entrepreneurship” course, in a post-graduate MBA program. This case can also be taught in a family business program as part of the course on “Understanding Family Business – Managing Paradoxes” or “Building Lasting Family Business – Synergy in Vision, Values and Strategy.” This case can also be taught as part of a “business strategy” or “human resource management” in MBA or executive MBA program in the first year.

Details

The CASE Journal, vol. 16 no. 3
Type: Case Study
ISSN: 1544-9106

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Article
Publication date: 31 July 2019

Semila Fernandes, Pooja Gupta and V.V. Ajith Kumar

The purpose of this paper is to measure the academic motives of faculty in higher education to understand the pattern of relationships between work motivation scale (WMS) and…

302

Abstract

Purpose

The purpose of this paper is to measure the academic motives of faculty in higher education to understand the pattern of relationships between work motivation scale (WMS) and technological pedagogical content knowledge (TPACK).

Design/methodology/approach

The research adopts regression analysis to help model the data collected from 63 faculty members from India. The empirical study investigated the relationship of intrinsic motivation (IntrM), integrated motivation (InteM), identified motivation (IdenM), introjected motivation (IntrjM), external regulation motivation (ExtR) and amotivation (Amot) with each of technological knowledge (TK), (pedagogical knowledge (PK), content knowledge (CK) and TPACK.

Findings

Optimal functioning among faculty was due to “InteM” followed by “IntrM” and “IdenM” that yielded most positive consequence (mean values>3.9). “ExtR” and “Amot” were the negative outcomes that would be counterproductive and result in employee dejection (Mean values<3.1). The results proved that all TPACK variables were positively related to “IntrM” – a self-determined motivation. Additionally, “TK” and “PK’ were positively related to “IntrjM” – a behavior that is regulated by self-esteem and self-worth; “TPACK” depicted positive relationship with “IntrjM” and negative correlation with “IdenM.”

Research limitations/implications

The study supported the fact that TPACK and WMS when analyzed together can create better engagement models among the faculty for an enriching learner experience interaction. Furthermore, it would help identify specific strategies on teacher development training programs through the integration of technology.

Originality/value

The study is original and seeks to inspect the relationship between TPACK and WMS among faculty of higher education in Indian business schools.

Details

Journal of Applied Research in Higher Education, vol. 12 no. 4
Type: Research Article
ISSN: 2050-7003

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Book part
Publication date: 10 November 2020

Madhvi Sethi, Pooja Gupta, Shubhadeep Mukherjee and Siddhi Agrawal

Behavioral finance literature has long claimed that internet stock message boards can move markets. In this chapter, the authors study more than 2,000 internet board messages…

Abstract

Behavioral finance literature has long claimed that internet stock message boards can move markets. In this chapter, the authors study more than 2,000 internet board messages posted across finance message boards in India (Chittorgarh, etc.) for 110 companies that went for initial public offering (IPO) in the last one year. This study has multi-fold objectives. First, the authors try to identify the factors which lead to a discussion on an IPO stock in the message board. Second, the authors identify the factors which differentiate a widely discussed stock from the less discussed one. Next, the authors apply advanced machine learning technique to identify the topics which are discussed in the message board through automatic topic modeling. The methodology used includes a logistic regression model for identifying firm characteristics which leads to a probability of getting stakeholders’ attention and hence more discussion. The authors also use advanced topic modeling techniques to identify topics of discussion on the message boards through machine learning. The authors find that larger sized firms, younger firms, firms with low leverage, and non-manufacturing firms get discussed more and the topics of discussion relate to their financial statements, trading strategies, stock behavior, and performance.

Details

Financial Issues in Emerging Economies: Special Issue Including Selected Papers from II International Conference on Economics and Finance, 2019, Bengaluru, India
Type: Book
ISBN: 978-1-83867-960-6

Keywords

Available. Content available
Book part
Publication date: 13 December 2023

Free Access. Free Access

Abstract

Details

Fostering Sustainable Development in the Age of Technologies
Type: Book
ISBN: 978-1-83753-060-1

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Book part
Publication date: 10 November 2020

Abstract

Details

Financial Issues in Emerging Economies: Special Issue Including Selected Papers from II International Conference on Economics and Finance, 2019, Bengaluru, India
Type: Book
ISBN: 978-1-83867-960-6

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Article
Publication date: 27 February 2024

Sharad Sharma, Narain Gupta and Pooja Thakur

This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the…

255

Abstract

Purpose

This empirical study explores the intricate relationships between Industry 4.0 (I4), Lean practices and sustainable operational performance (SOP) within the dynamic context of the services sector. Rooted in the theoretical framework of Resource Orchestration Theory (ROT), the research investigates the nuanced interplay between these paradigms and their collective impact on firm performance.

Design/methodology/approach

The research methods included creation of a structural model, hypothesis formulation and advanced data analysis. Primary data were gathered through an online questionnaire distributed among service sector professionals. Analysis was completed using Partial Least Squares (PLS) Structural Equation Modeling (SEM) using the Smart-PLS software.

Findings

The results underscore the mediating role of Lean practices between I4 and SOP, emphasizing the imperative of harmonized integration to enhance overall firm performance. In alignment with ROT principles, the study illuminates the positive influence of Lean practices on sustainable operational outcomes.

Research limitations/implications

The study contributes to the scholarly discourse on I4, Lean and Services, emphasizing the strategic necessity of integrating I4 capabilities with Lean practices. Practical insights guide practitioners in orchestrating a balanced adoption of I4 and Lean practices for SOP. This research offers actionable insights for industry leaders seeking to cultivate SOP within their organizational contexts.

Originality/value

This study contributes to the evolving understanding of the interplay between I4, Lean practices and SOP within the services sector, offering novel insights for both academia and industry practitioners.

Details

International Journal of Quality & Reliability Management, vol. 41 no. 7
Type: Research Article
ISSN: 0265-671X

Keywords

Available. Content available

Abstract

Details

International Journal of Quality & Reliability Management, vol. 41 no. 8
Type: Research Article
ISSN: 0265-671X

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Case study
Publication date: 11 December 2023

Yukti Ahuja, Pooja Jain and Parul Gupta

This case study covers marketing concepts, including marketing mix, segmentation, targeting and brand positioning and communication. After completion of the case study, the…

Abstract

Learning outcomes

This case study covers marketing concepts, including marketing mix, segmentation, targeting and brand positioning and communication. After completion of the case study, the students will be able to understand the importance of segmentation and targeting; recognize the differences between business-to-business (B2B) and business-to-customers (B2C) segments; gain knowledge about the points of parity and points of difference while positioning; and examine the elements of a marketing mix.

Case overview/synopsis

The case centered around Mr. Ashvinder Singh, founder and director of Uni Style Image (USI), who initiated the polo T-shirt business in 1990 in Okhla, Delhi. The brand expanded across the country, but from 2010, USI faced fluctuating demand due to the rise of online marketing and intense competition from global fashion brands. Revenues dropped massively, leading to a significant downsizing from over 300 employees to just 11 by the end of fiscal year 2016–2017. In 2018, Singh explored the B2B model; however, the onset of the COVID-19 pandemic in 2020 impacted many small- and mid-sized apparel businesses, including USI. In the fiscal year 2021–2022, the B2B segment accounted for 90% of total revenue, but the business size could not cover significant operating expenses. Despite only 10% of revenue coming from the B2C segment, Singh wanted to leverage the online space. In September 2022, Singh closed his factory in Noida, National Capital Region, Delhi. Amid the uncertainty, Singh explored various opportunities in the Indian market. In 2023, he even engaged a consultancy for expertise in marketing initiatives. He had to choose the target segment/s, develop a positioning strategy and create an effective marketing mix with very limited resources.

Complexity academic level

This case is designed for undergraduate and postgraduate students, offering a valuable teaching tool for essential marketing concepts, such as the marketing mix, segmentation, positioning and brand communication. It can be used in both core marketing courses and elective courses like brand management, consumer behavior and integrated marketing communication. The decision dilemma presented in the case enriches the understanding of these concepts, making it a valuable resource for marketing education.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 8: Marketing.

Details

Emerald Emerging Markets Case Studies, vol. 13 no. 4
Type: Case Study
ISSN: 2045-0621

Keywords

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