Daniel Blake, Tom Cucuzza and Sanjay Rishi
Today’s automotive leadership faces harsh competitive truths. Six forces will have transformed the automotive world by 2008: (1) an imperative to create value for consumers and…
Abstract
Today’s automotive leadership faces harsh competitive truths. Six forces will have transformed the automotive world by 2008: (1) an imperative to create value for consumers and shareholders, faster; (2) further consolidation and scale (yet scale alone is not guarantee of success); (3) a greater need for production and process agility, to embrace technological breakthroughs in vehicle engineering; (4) the advent of new disruptive technology in vehicles, and in supply chains; (5) accelerated innovation of products and services; innovation is the differentiator; and (6) Increasing customer expectation of both choice and value. Success in the future will depend on adopting a model that is based on collaborative relationships with suppliers and others. Companies that can assemble the best supply communities and accelerate consumer‐centric innovation faster than their competitor’s network will be the winners. Collaborative product commerce (CPC) provides the framework under which multiple‐company collaborative communities can flourish and deliver long term sustainable value. The transition to a collaborative model requires strategic leadership. The formation of new communities will not happen as a natural evolution from the lower forms of collaboration that currently exist. The benefits of CPC include: shorter cycle times, cost reductions, development of consumer‐centric offerings. Six key steps to CPC are: (1) make collaboration the centerpiece of strategy: obtain a community of partners that excel in customer responsiveness, speed to market, and innovation; (2) anticipate the upcoming disruptive forces and create a collaborative response with key community partners rather than in isolation; (3) work with community partners to identify essential areas where collaboration can create a superior business model; (5) begin working with partners first on enhancing product development; (5) focus on core competencies and eliminate redundant processes; and (6) share value within the community. The mastery of collaboration will prove a defining and indispensable strategy for the automotive leaders that will emerge early in the second automotive century.
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Rohit Bansal and Sanjay Kumar Kar
After completion of the case, students will be able to understand the following: how to understand financial statements, income statements and cash-flow statements with the help…
Abstract
Learning outcomes
After completion of the case, students will be able to understand the following: how to understand financial statements, income statements and cash-flow statements with the help of ratios; understand the concept of shareholding pattern along with different entities, namely, non-promoters, foreign institutional investor, domestic institutional investor and others; financial ratio analysis with traditional DuPont and extended DuPont analysis; understand the differences between comparable firms; how to analysis return, risk, covariance, correlation, market risk and capital assets pricing model (CAPM) and how to suggest an appropriate investment strategy.
Case overview/synopsis
The case presents company background and financial statements of four companies listed under departmental stores in India, namely, Vmart retail, V2 retail, Avenue Supermarts (known as DMart) and future retail. Students are asked to determine, which company is performing better to make a recommendation for investment. Students learn the tools of financial ratio i.e. profitability, efficiency, liquidity and market-based ratio along with the traditional DuPont decomposition and the extended DuPont analysis. Students also learn how to measure stock return, standard deviation, covariance, correlation, market risk and CAPM.
Complexity academic level
This case is suitable for management accounting, financial analysis and security analysis and portfolio management courses at the post-graduate or graduate levels. The case can be used in similar courses such as in financial statement analysis courses or security analysis and portfolio management courses.
Supplementary materials
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Subject code
CSS: 1 Accounting and finance.
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In this work-in-progress, the application of blockchain technology (BT) in higher education in India – involving academic institutions, students and verifiers – in the wake of…
Abstract
Purpose
In this work-in-progress, the application of blockchain technology (BT) in higher education in India – involving academic institutions, students and verifiers – in the wake of fake degrees (racket) being issued at a large scale from universities across the country is being investigated. This paper considers providing new methods of database system in education, and implementing the new BT in education can increase transparency and security in the education system.
Design/methodology/approach
This study used interview methodology (asking interview participants a series of informal questions to obtain knowledge).
Findings
Private and public sector organizations have many challenges to overcome in synchronizing and aligning their digital transformation efforts to enable the network effects to take hold. India’s policymakers, civil society leaders, senior business leaders and entrepreneurs are building strong clusters to help the country be the leader of the next era of the internet as a platform that helps transform human affairs for the benefit of the citizens. Executives can contribute to the digital ecosystem by creating open and collaborative cultures where knowledge and innovation are shared with the industry for the benefit of the masses and, more so, to establish quality and communication standards. They also can contribute by staying open to change, embracing digital adoption and transformation within their management models and infrastructure. It is time for institutions to rethink their processes and governance structures to become more agile and innovative players. The success of a harmonious digital identity ecosystem relies on staying ahead of the organization’s digital curve. As a first step to provide better quality in the provision of public services, Secure Key Technologies’ blockchain-based ecosystem (securekey.com) allows multiple partners to strengthen the authentication and provides identity attribute validation as a fabric of trust and as a solid foundation to embrace a new digital era. Secure Key Technologies’ vision for the future of digital identities redefines the ways both consumers and businesses approach identity verification and the sharing of key personal information. The challenges identified in the education system be it the difficulty in authenticating certifications and documents, tracking intellectual property and in accessibility can be better managed through blockchain implementation.
Originality/value
Digital certificates produced using blockchains are the most secure and efficient method being adopted by many countries across the globe (Grech and Camilleri, 2017). Tamper-proof blockchain records consist of three components or layers: the first contains the signed hash of the content, the second contains all the data and images and the third is the presentation and styling of the data. The verification process is relatively simple; the hash of the recipient is compared to the hash stored on the blockchain if they match the document is verified.
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Nilaya Murthy and Santosh Gopalkrishnan
The banking sector requires a major comeback with the series of bank frauds that has shook the nation. The rising non-performing assets (NPAs) and corporate frauds find their…
Abstract
Purpose
The banking sector requires a major comeback with the series of bank frauds that has shook the nation. The rising non-performing assets (NPAs) and corporate frauds find their roots in the top-level management or executive levels. The purpose of this study to analyse the behavioural component with corporate governance lapses for creating a trail and to what extent it can contribute to forensic analysis to help reduce and prevent fraud in the future.
Design/methodology/approach
This study is investigative in nature. This study uses case study approach by taking into account the major Advance–NPA–Fraud cases over period of 2010–2022. RBI data for bank advances, NPAs and advances-relate frauds from 2005 to 2019 were studies and interpreted for creating a trend and pattern for the reduction and prevention of frauds.
Findings
The authors found that behavioural factors and personalities affect the systems and culture of the company, thereby giving a jolt to the corporate governance mechanisms along with various entities like depositors, consumers and shareholders.
Practical implications
Assessing the behavioural aspects for risk mitigation remains unexplored in the banking sector. The personality dimension can help in contributing to comprehending the mental aspects and the reasons behind the combination of dark triads with economic offences.
Originality/value
This study is beneficial to all the beneficiaries of the banking sector and the economy at large in understanding the implications of risks because of patterns formed by emotions and vulnerability towards economic and fugitive economic crimes.
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The chapter explores how gender has been an integral part of the nation building project in post-liberalisation Hindi cinema, popularly, known as Bollywood.
Abstract
Purpose
The chapter explores how gender has been an integral part of the nation building project in post-liberalisation Hindi cinema, popularly, known as Bollywood.
Design/methodology/approach
This chapter is based on primary data gathered through interviews with prominent members of the Hindi film industry along with a detailed content analysis of commercially successful post-liberalisation mainstream Hindi films.
Findings
It highlights how the representation of gender has been a central axis around which the tension between tradition and modernity has been played out in Hindi Cinema. The construction of Indianness post-liberalisation has questioned gender politics but proposed easy resolutions which fit into the larger nationalist narrative. In doing so, it has used the diaspora as a category to produce a nationalist account which is simultaneously essentialised and transnational in the quest for projecting India’s aspirations on the global platform.
Originality/value
The chapter provides important insights into the role of popular Hindi cinema, often brushed off as frivolous, in contributing to the mainstream discourse on nationalism post-liberalisation.
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Sanjay Peters, Mariah Miller and Sophia Kusyk
The principal aim of this research is to provide an in‐depth analysis of existing practices of corporate governance in mature markets and to compare and contrast these approaches…
Abstract
Purpose
The principal aim of this research is to provide an in‐depth analysis of existing practices of corporate governance in mature markets and to compare and contrast these approaches with CG and CSR practices in emerging markets, given the growing influence of EMs on the global economy.
Design/methodology/approach
The methodology employed in the study is to survey the main theoretical approaches for understanding and CG in relation to mature markets and EMs.
Findings
The paper makes a small but important contribution to theory building by modifying and expanding the conceptual framework put forward by Weimer, Pape, Gedjlovic, and Shapiro to make a distinction between systems of corporate governance and particularly the “taxonomy of systems of corporate governance”. This is achieved by identifying an additional set of key variables specifically relevant to EMs as a group of countries. The main finding of the paper is that there is no comprehensive, “one size fits all” global corporate governance or CSR system, based on western codes and regulations that can be implemented in emerging markets.
Originality/value
It is proposed that alternative corporate governance systems that reflect the institutional realities of emerging economy settings must be taken into account. The recognition of such alternative standards and codes in the way businesses are organized is original and valuable in practical as well as in social terms for both western investors and EMs. The paper is heretic in that it questions conventional wisdom, which views the OECD‐prescribed best governance practices as applicable to EMs.