Business Policy (BP) & Public Enterprise Management

Area Chairperson: Prof. K.L.Chawla

No.of Cases: 106

1. Kanpur Soft Drinks Limited (A)** BP0001 1966, 1973 21 pp

J. Reynolds
Business Policy
A small softdrinks company faces losses because of declining sales. All facets of the business are
examined to see what changes might correct the difficulties.

2. Kanpur Soft Drinks Limited (B)** BP0003 1965 17 pp

J. Reynolds
Business Policy
A new competitive threat appears after the manager has undertaken some changes subsequent to the
earlier date. The question of possible further steps, including merger with competitors, arises.

3. The Paper Industry in India** BP0004TEC 1965 20 pp

J. Reynolds
Business Policy
Describes the state of the paper industry in India with some background information on the manufacturing
process, government controls, raw materials availability, and units in operation.

4. Mahanagar Municipal Dairy (A) BP0014 1965 17 pp

Varshneya, K L
Business Policy
A municipal dairy is operating at a loss, and the general manager is brought to task by the Municipal
Commissioner. The case gives financial, historical purchasing, sales, and product-mix information, as well
as several alternative lines of action. The case can be discussed alone or can be followed by Cases (B),
(C) and (D), which elaborate other facets of the situation.

5. Mahanagar Municipal Dairy (B) BP0015 1966 21 pp

Varshneya, K L and Reynolds, J
Business Policy
The second case in this series, Case (B) describes the policy-making and operating organization of the
dairy and raises the question of whether it requires change or improvement in light of the dairy’s
objectives and the losses which it is sustaining.

6. Mahanagar Municipal Dairy (C) BP0016 1965 9 pp

Varshneya, K L and Reynolds, J
Business Policy
The manager of the dairy is trying to appraise recent improvements in profit and loss achievements,
related to various management actions and provide for further improvement.

7. Mahanagar Municipal Dairy (D) BP0017 1966 25 pp

Varshneya, K L and Reynolds, J
Business Policy
The dairy managers are examining their distribution systems to discover if any further improvement in
profit and loss position is possible, following action taken as a result of previous policy decisions [shown
in Cases (A), (B) & (C)].

8. Mahanagar Municipal Corporation* BP0018 1965 13 pp

Varshneya, K L and Reynolds, J
Business Policy
The Municipal Commissioner of a large Indian city is faced with the problems of comprehending and
controlling his large and rapidly growing organization.

9. Tithwal Mills (A)* BP0019 1965 27 pp

Shah, Praful
Business Policy
The managing agent of a textile mill is forced to review a number of company policies and plans in light of
imposition of new government price and production quantity controls over about 50 per cent of its
production.

10. Tithwal Mills (B)* BP0020 1966 12 pp

Shah, Prafull and Reynolds, J
Business Policy
A further examination of policy is required by the management of Tithwal Mills, occasioned by raw cotton
shortages and by an industry scheme for controlling and allocating these supplies.

11. Tithwal Mills (C)* BP0021 1966 9 pp

Shah, Prafull and Reynolds, J
Business Policy
The Tithwal Mills management is again forced to reconsider its policies, in the light of new restrictions
which mainly influence the cotton cloth trade, but to some extent influence the mill’s purchasing and
inventory policies.

12. Gujarat Pharmaceutical & Chemical Works BP0022 1966, 1983 14 pp

Nambudiri, C N S
Business Policy
The case deals with the expressed objectives of retaining the small size of the business by the founder
and chief executive of a pharmaceutical company with a record of rapid growth in the fast growing
pharmaceutical industry. The case includes the history, growth and financial data of the company as well
as information on the personal values of the C.E. * Restricted ** Out of print Case Exercise Technical Note

13. Vasant Induustries (B)** BP0023 1967 26 pp

Nambudiri, C N S
Business Policy
The case deals with a proposal for the company to carry out a plan of expansion, on the basis of two
years’ excellent results achieved by the new manager. The company, a small rubber rolls and parts
manufacturing unit, was started as a repair shop. The problems of managing a small business are
illustrated.

14. Te “Hindu” of Madras** BP0026 1967, 1972 45 pp

Nambudiri, C N S
Business Policy
Presents, against the industry’s background, the company’s tactical decision to acquire aeroplanes for
transporting newspapersthe history of the company and its leading position in the newspaper industry in
India. The major focus of discussion is the inadequacy of the tactical move to take care of charges in
cuustomer characteristics. The case presents considerable evidence for students to identify trends in the
environment, its implications for a business like The Hindu of Madras, and to evaluate the likely
experiences of environmetal changes. Students also find it possible to evaluate and recommend possible
courses of action for the future.
15. International Textile Mills Limited** BP0027 1969 19 pp
Nambudiri, C N S
Business Policy
A large textile company is considering whether to enter into the manufacture of readymade garments as a
few competitiors have already done. The case also presents several alternative arragements by which the
company could distribute readymade garments without manufactring garments themselves.

16. Andhra Enterprises** BP0028 1969 19 pp

Nambudiri, C N S
Business Policy
A large company is considering an investment for setting up a new foundry and workshop replacing the
old work-shop and foundry that had existed for a long time. The new manager, a younger son, is called
upon to make the final decision as to what is to be done regarding the old foundry.

17. Andhra Enterprises** BP0028 1969 19 pp

Nambudiri, C N S
Business Policy
A large company is considering an investment for setting up a new foundry and workshop replacing the
old work-shop and foundry that had existed for a long time. The new manager, a younger son, is called
upon to make the final decision as to what is to be done regarding the old foundry.

18. Rampur Textile Mills Limited** BP0029 1970 20 pp

Kulkarni, G R
Business Policy; Business and Society; Acquisitions and Mergers; Financial Management A large
diversified industrial organization whose main business is in textiles considers a proposal to acquire a
“sick” textile mill in Ahmedabad. Financial data has been provided about the sick mill, and the case
includes two reports submitted to top management on the merits of the proposalone by an outside
consultant and the other by one of the company’s own officers. The Managing Director of the company
has to make the decision on the basis of the facts, including the merits of these two reports.

19. Indraprastha Rayons, Ramnagar (A)** BP0030 1970 13 pp

Kulkarni, G.R.
Business Policy; Business and Society
The case Gives an account of events in the early stages of a proposal to establish a modern rayon tyre
cord factory with foreign collaboration and foreign loans. The com-pany is well established and is already
a diversified industrial giant by Indian standards. The issues raised are: diversification into areas
requiring sophisticated technology; forms of foreign collaboration; forecasting for feasibility; import of
technical know-how; and un-familiarity with the implications of a new industry.

BUSINESS POLICY BP7

rectors, and the stations and station managers. The differentiation among the departments and the
interdependencies, which demand a high amount of integration, are highlighted. The concept of power
through control over resources and career progression is indicated.

20. BP0100TEC 1977 15 pp

What Contemporary Executives Think - I:
Managerial Effectiveness
Menon, C D
Written Analysis and Communication; Placement Seminar; Managerial Oral Communication; Executive Development
Programmes on Managerial Effectiveness The note contains edited excerpts from thirteen interviews on
managerial effectiveness with chief executives and senior departmental heads of private and public
enterprises. It raises several issues for discussion, including questions such as: (a) What constitutes
managerial effectiveness? (b) How to appraise effectiveness? (c) Perceptions and opinions on the
effectiveness of managers in public and private sectors.
21. BP0123TEC 1978 7 pp
Performance Evaluation
Tandon, P L
Public Enterprise Management
The note raises some general questions on evaluating any public enterprise’s performance with respect
to its objectives, and illustrates the performance, budgeting and accountability measures of State Trading
Corporation of India.

22. BP0144 1983 29 pp

Voltas Limited (A) - Business Policy
Vathsala, S and Tripathi, Dwijendra
3-Tier Programme; Management Education Programme
The case describes the growth of Voltas over a 25-year period. It identifies the significant changes in the
company’s strategies during this period. It highlights the challenges of the 1980s, and the opportunities
and threats facing the company

23. BP0146 1983 57 pp

Voltas Limited (C) - Manufacturing Strategy
Korgaonker, M G
3-Tier Programme; Management Education Programme
The case gives a historical overview of the manufacturing operations, and outlines the organizational
setup for manufacturing. It discusses the strengths, weaknesses, threats, opportunities, and the thrust of
the manufacturing policy, and the strategic shift required for attaining the corporate objective of “Profit-
Growth-Excellence.”

24. BP0159TEC 1979 6 pp

Interface Between Government and Public
Undertakings: Forms of Organization (2)
Bhatt, Anil
Public Enterprise Management; Indian Social and Political Environment The note discusses the characteristics
of forms of organization for public undertakings and compares the strengths and weaknesses of each
form. The note discusses the issues in the controversy about the forms of organization, particularly the
controversy between company and public corporation forms.

25. BP0161TEC 1979 5 pp

Interface Between Government and Public
Undertakings: Forms of Organization (4)
Bhatt, Anil
Public Enterprise Management; Indian Social and Political Environment The note discusses control through
audit. In particular, it discusses the forms of audits, the role of the CAG, and criticism of the role of audit.

26. BP0174 1983, 1997 35 pp

Punjab Tractors Limited
Chaudhuri, Shekhar
Public Enterprise Management
Punjab Tractors Limited was promoted by Punjab State Industrial Development Corporation on 27th
June, 1970 at Chandigarh with the immediate main objective of setting up a plant for the manufacture of
Swaraj 20 and 30 HP tractors. The case describes the process by which the product, the first major
creation of Indian science and technology in the engineering field, was developed and successfully
commercialized, and brings out the major problems faced during the long and strenuous period.
Teaching Note: BP0174TEC

27. Hindustan Tractors Limited (AR) BP0069R 1984 27 pp

Murthy, K R S
Public Enterprise Management; Seminar on Manufacturing Policy A comprehensive case, Hindustan Tractors
Ltd (AR) brings the functional and general management policies of the company into sharp focus against
the background of industry trends, competitor strategies, and government licensing and pricing policies.
The case is helpful in explaining how the company’s basic policies were ill-tuned to techno-economic
considerations of the industry, leading to total failure in 1972.

28. Bureau of Public Enterprises BP0072 1976 24 pp

Murthy, K R S
Public Enterprise Management
The case describes the setting up of the Bureau of Public Enterprises, and its role and functions as thay
have evolved over the time. The views and recommendations of the study team on public sector
undertakings of the Administrative Reforms Commission and the final recommendations of the
commission are also described. The comments of the chief executives of various public
undertakings as well as those of the parliamentary committee on public undertakings are stated. The
internal organization of the Bureau is given briefly.

29. Public Sector in India BP0073TEC 1976 21 pp

Raman, K S and Murthy, K R S
Public Enterprise Management
This note describes the origin and growth of the public sector in India. The growth is explained by means
of statistical tables.

30. Modern Bakeries (I) Limited: Corporate Management* BP0074 1976 23 pp

Prahalad, C K and Thomas, Philip S
The case provides a perspective of the corporate office in managing an all-India multi-plant public
enterprise which is expanding rapidly. The focus is on intra-divisional relations at headquarters, head-
office-unit relations, and head office’s role in the introduction of new products and launching of new
projects. This case should be taught in tandem with the case Modern Bakeries India Limited-Ahmedabad
Unit and its Management [BP 70].

31. BP0079TEC 1976 6 pp

Accountability in the State Trading Corporation of India
Tandon, P L
Public Enterprise Management
The speech delivered at the Annual General Meeting of STC dealswith accountability.

32. BP0080TEC 1976 5 pp

Accountability
Tandon, P L
Public Enterprise Management
The note describes what accountability means - in particular, to the public sector.

33. BP0081 1976 19 pp

Punjab National Bank (AR)
Murthy, K R S
Public Enterprise Management; Organizational Change; Development Banking The case focuses on a new chief
executive who has taken over the fourth largest nationalized bank in India at a time when the banking
industry is undergoing profound changes, adapting itself to the needs of a developing economy. It
describes the industry problems, the organization and culture of Punjab National Bank, and poses action
questions from the point of view of adapting a traditional bank to the changing expectations of society.

34. BP0082 1976 19 pp

Punjab National Bank (B)
Murthy, K R S
Public Enterprise Management; Organizational Change; Performance Budgeting in Banking This case is a follow-
up of the (AR) case, describing the changes that were introduced by Mr Prakash Tandon, Chairman and
Managing Director of Punjab National Bank, in organization, budgeting, personnel, culture, public
relations and publicity, and performance. The case sets the stage for an evaluation of the changes
introduced, foreseeing the problems during their implementation; sustaining the changes; and
professionalizing traditional management.

35. BP0083 1976 7 pp

Punjab National Bank (C)
Murthy, K R S
Public Enterprise Management; Organizational Change The case is a sequel to the Punjab National Bank (B)
case. It describes the bank officials’ reactions to the changes introduced by Mr Prakash Tandon
[described in Case (B)]. It highlights the perceptions about the change agent and the problems created by
the changes.

36. BP0084 1976 17 pp

Punjab National Bank (D)
Murthy, K R S
Public Enterprise Management; Organizational Change; Development Banking
The case describes an attempt at worker participation in management at Punjab National Bank. It
describes how the chief executive went about getting the acceptance of the employees’ and officers’
unions to the concept of worker participation. The case highlights the different attitudes of various people
towards participation, and the problem of selling the idea to the staff.

37. BP0085 1976 5 pp

Punjab National Bank (E)
Murthy, K R S
Public Enterprise Management; Development Banking; Managerial Styles
The case presents an interview with a new Chief Executive of the bank, and describes how the Chief
Executive views the bank and its priorities and style. It might be useful to contrast this case with the
Punjab National Bank (B) case to understand the differences between the styles of the two chief
executives - one a commercial banker, and the other an industrial executive.

38. BP0089 1976 7 pp

Hindustan Tractors Limited (B)
Murthy, K R S
Public Enterprise Management; Regulatory Business Environment
The government can get involved in the management of an industry: 1) as an entrepreneur, 2) by
nationalization or 3) by taking over the management under the Industries Act. The case gives the
background for the state government to decide whether to recommend takeover or nationalization, or
provide financial help to a sick unit.

39. BP0090 1976 15 pp

Hindustan Tractors Limited (C)
Murthy, K R S
Public Enterprise Management
The case presents the problems the authorized controller faced in running a unit after taking over the
company under the Industries Act. The case is particularly useful in focusing or re-establishing the
relations with foreign collaborators and suppliers for turning the company around. Case Exercise Technical
Note

40. BP0091 1976 24 pp

Food Corporation of India (A)
Kulkarni, G R
Public Enterprise Management
The case sets out the background, including the policy considerations that led to the setting up of the
company (FCI), its assigned tasks and objectives, and the initial perception of top management of the
corporation and interested outsiders about the strategy it had to adopt to achieve the set tasks. Students
would be stimulated to ask the question: “If I were part of the management of FCI, how would I go about
prioritizing the complex set of objectives placed before me so as to achieve them in the short, medium,
and long run? What should be my ideal objective fulfillment programme in a time perspective?”
41. BP0091 1976 31 pp
Food Corporation of India (B)
Kulkarni, G R
Public Enterprise Management
Gives data about the performance of the FCI between the years 1965 and 1970 which makes it possible
to appraise the achievements of the corporation in the context of the “plan” hypothesized at the end of
ase (A).

42. BP0091 1976 30 pp

Food Corporation of India (C)
Kulkarni, G R
Public Enterprise Management
The case concerns itself with management control and financial policy.

43. BP0091 1976 62 pp

Food Corporation of India (D)
Kulkarni, G R
Public Enterprise Management; Organization Structures
The case focuses on the personnel policy and organizational structure.

44. BP0091 1976 22 pp

Food Corporation of India (E)
Kulkarni, G R
Public Enterprise Management
The case summarizes the position of the FCI as of April 1970 and poses the issues which need to be
tackled to determine the future strategy of the corporation.

45. BP0092 1976 10 pp

Ganesh Flour Mills Company Limited (A)
Murthy, K R S
Public Enterprise Management; Development Economics; Regulatory Business Environment
The case describes the pressure from labour and political leaders on the government to take over a
closed vanaspati unit under the Industries Act. Should it take over the unit? What are the costs and
benefits and the administrative implications of each alternative?

46. BP0093 1976 21 pp

Ganesh Flour Mills Company Limited (B)
Murthy, K R S
Public Enterprise Management; Regulatory Business Environment
The case describes the post-takeover operations of Ganesh Flour Mills by a professional group of
managers. It raises the question of ownership of the company in the context of the surpluses generated
after the takeover and highlights the temporary character of the takeover of management and the
problems in the reconstruction of the company.

47. BP0094 1977 23 pp

The BHEL Reorganization*
Kulkarni, G R
Public Enterprise Management
Heavy Electricals (I) Limited and Bharat Heavy Electricals Ltd, two GOI companies, were merged with
effect from 1st April, 1973. Following a newly developed strategy, a major reorganization was carried out.
The case explains the rationale behind the reorganization and how this is expected to help in the
implementation of the company’s strategy.

48. BP0096TEC 1976 10 pp

Accountability of Public Sector Undertakings to
Government and Parliament
Kulkarni, G R
Public Enterprise Management
The note identifies and discusses the different instruments through which the government and the
Parliament ensure accountability and control over the managements of public sector undertakings in
India.

49. Modern Bakeries (I) Limited (P): Objectives and

Accomplishments BP0071 1976 26 pp

Murthy, K R S
Public Enterprise Management
The case describes the process of formulation of objectives of Modern Bakeries, a public enterprise. It
provides a good basis for evaluating the objectives and discussing the accomplishments of the company
with respect to its objectives. The objectives were formulated after the government accepted a
recommendation by the Administrative Reforms Commission that financial and non-financial objectives
must be formulated in each public enterprise. The case also helps raise the issue of the role of various
agencies in formulation of agencies, and the extent to which the objectives reflect the enterprise’s
operations.

50. Evolution of Objectives of Public Sector BP0075TEC 1976 5 pp

Tandon, P L
Public Enterprise Management
The note gives a brief description of the evolution of objectives.

51. IRI Institute Per La Ricostruzione Industriale: The

Institute of Industrial Reconstruction of Italy
Murthy, K R S
Public Enterprise Management
The case describes the origin and development of IRI, its product groups, structure, and relation to the
government (for investments and evaluation) and the Parliament.

52. BP0124TEC 1978 12 pp

Pricing in Public Enterprises
Murthy, K R S
Public Enterprise Management
The note brings out key ideas for pricing, and demonstrates that sales here are mostly from one state
enterprise to another - both, government-owned. It discusses issues on possible pressures that may
arise, and how the pricing may be extremely uneven between enterprises.

53. BP0135 1978 32 pp

Modern Bakeries (I) Limited: Corporate Unit Relations*
Prahalad, C K; Thomas, Philip S; and Balakrishnan, K
Public Enterprise Management
This case integrates the cases Modern Bakeries (India) Limited - Ahmedabad Unit and its Management
[BP 70] and Modern Bakeries (I) Limited - Corporate Management [BP 74]. The case highlights the role of
the corporate office in managing a multi-plant operation.

54. BP0154 1979, 1982 6 pp

Nalanda State Small Industries Corporation Limited
Kulkarni, G R
Public Enterprise Management
The company, sponsored jointly by the government and small scale industrialists, is meant to assist small
industries in the state in various ways. The case describes how the company's performance was
considered satisfactory for a number of years until it suddenly faced a crisis. For the first time questions
arise such as the real nature of the company's business, the objectives it should pursue, and the short-
and long-term measures necessary to get the company moving.

55. BP0158TEC 1979 4 pp

Interface Between Government and Public
Undertakings: An Overview (1)
Bhatt, Anil
Public Enterprise Management; Indian Social and Political Environment
This and the subsequent four notes discuss the issues and processes in the area of interface between
government and public undertakings. This note takes an overview of the interface and discusses the
philosophy and the rationale behind government undertaking of economic enterprises. The possible areas
of interface are listed.

56. BP0162TEC 1979 9 pp

Interface Between Government and Public
Undertakings: Forms of Organization (5)
Bhatt, Anil
Public Enterprise Management; Indian Social and Political Environment The forms of parliamentary control are
discussed in this note. It lists the various channels through which Parliament exercises its control. The
effectiveness of various channels, including the Committee on Public Undertakings, is brought out. The
discussion of parliamentary control is in the context of the autonomy and accountability of the public
undertakings.

57. BP0169R 1982 31 pp

Steel Authority of India Limited: A Public Sector
Holding Company (A & B condensed)
Murthy, K R S
Public Enterprise Management
The case combines the SAIL (A) & (B) cases and provides some additional new information. The
questions and answers in the Case Exercise Technical Note
I IMA: BI BP16 BLIOGRAPHY OF CAS ES AND NOTES
Parliament on SAIL, included in Case (B) along with the organizational details of the holding company in
Case (A) help pose the question as to why the SAIL holding company experiment failed and what
problems the management faced in managing the holding company.

58. BP0171 1984 22 pp

Damodar Valley Corporation (B): 1948-1964
Manikutty, S and Murthy, K R S
Public Enterprise Management
The Damodar Valley Corporation was set up in 1948 and was modeled after the Tennessee Valley
Authority (TVA) in USA. The case describes the origin of the DVC idea, its setup, and its experiences in
the first two decades of operations. The case raises the interesting question of how DVC was caught in
political cross-currents and why it lost many of its original functions, getting reduced to a producer of
thermal power. The case provides a basis for exploring the strategies and issues in public enterprise
management in its early years.

59. BP0174 1983, 1997 35 pp

Punjab Tractors Limited
Chaudhuri, Shekhar
Public Enterprise Management
Punjab Tractors Limited was promoted by Punjab State Industrial Development Corporation on 27th
June, 1970 at Chandigarh with the immediate main objective of setting up a plant for the manufacture of
Swaraj 20 and 30 HP tractors. The case describes the process by which the product, the first major
creation of Indian science and technology in the engineering field, was developed and successfully
commercialized, and brings out the major problems faced during the long and strenuous period.
Teaching Note: BP0174TEC

60. BP0178TEC 1984 33 pp

Strategic Management of Public Enterprise: A
Framework for Analysis
Murthy, K R S
Public Enterprise Management
The note proposes a stages model in the evolution of strategic management of public enterprise. The
model is based on case studies of seven public enterprises in four countries: India, Brazil, United States
and Italy. It develops concepts relevant to public enterprise management drawing from corporate
strategy and political science.

61. BP0181 1984 54 pp

BHEL-Siemens Tie-up
Murthy, K R S
Public Enterprise Management
The case brings out the context in which BHEL and Siemens entered into a broad-based fifteen-year
technical collaboration agreement and the changes in government decisions as a result of Parliament’s
intervention. The case helps focus on the industry characteristics and the special problems a public
enterprise has to face.

62. BP0189 1985 33 pp

ALIMCO
Murthy, K R S
Public Enterprise Management
The case describes the problems and financial losses of Artificial Limbs Manufacturing Corporation of
India from the perspective of the administrative ministry in charge of the public enterprise. The options
available, and the constraints on the actions of the ministry and the chief executive as of 1983 can be
explored.

63. BP0195 1987 27 pp

Ashok Leyland Limited
Dixit, M R
Strategy Formulation and Implementation; Corporate Planning The case deals with Ashok Leyland’s expansion
plans in two new locations in the context of the changing environmental conditions. Data on the
company’s products, performance, overall industry demand, competition, and new entrants are given to
enable students to evaluate the expansion plan of Ashok Leyland and to decide whether the company
should go ahead with its expansion plans.

64. BP0196TEC 1987 24 pp

Chemical Fertilizer Industry and Its Environment
Dixit, M R
Business Policy I; Strategy Formulation and Implementation; Economics This note describes the structure of the
chemical fertilizers industry in India, and the economic and regulatory environment in which it operates.
Adequate information has been given regarding the nature of the product, performance of major
manufacturers, determinants of demand for fertilizers, performance of the Case Exercise Technical Note
.
65. BP0197 1987 32 pp
The Farm Clinic
Dixit, M R
Strategy Formulation and Implementation; Management Information and Control Systems This case describes the
information, planning, and control systems deployed by the Syndicate Agricultural Foundation and the
Syndicate Bank for implementing their farm clinic programme. Background information has been given to
enable students to appreciate the context of the systems described.

66. BP0206 1989 22 pp

Peoples Bank (A)
Ramachandran, K
Strategy Formulation and Implementation
The case describes the origin and growth of a Kerala-based bank to become one of the largest private
sector banks in the country. The bank introduced a number of innovative schemes and expanded branch
network all over the country and outside. Details of the different deposit schemes, organizational
structure, and the nature of the chairman’s leadership are also given. With this background, the bank
wants to grow to become one of the largest banks in the country, and circulated a document in this
regard. The case provides an opportunity to discuss the characteristics of this too ambitious growth plan
and issues for strategy implementation

67. Union Steel Industries (A)

Dixit, M R and Kanitkar, Ajit
Strategy Formulation and Implementation
This case describes the situation faced by Phiroz Poonawalla, a partner in Union Steel Industries. His
company is sick. The characteristics of the products, markets, technology, and location of the company
are described. The past actions taken by him are presented. Phiroz Poonawalla is required to diagnose
the causes of sickness, generate options for turning around the company, and make a choice.

68. BP0217(B) 1990 17 pp

Union Steel Industries (B)
Dixit, M R and Kanitkar, Ajit
Strategy Formulation and Implementation
The case describes the steps taken by Mr. Poonawalla to turn around his company. Sufficient data are
given on the various measures taken by him and the rationale behind them. Students are required to
evaluate the turnaround strategy and make recommendation for the future.

69. BP0230 1992, 1996 7 pp

Sheetal Air Coolers
Ramachandran, K
Strategy Formulation and Implementation, Written Analysis and
Communication
The case discusses introduction of a new concept in air-cooling, a technologically innovative product, in
the place of conventional air coolers. The entrepreneur is faced with three options of technology with
various levels of capital investment requirements in the small scale sector, and other implications on the
organization in terms of location, distribution, coordination, and control. The case can be a useful tool to
teach management decision-making process by considering the implications of various alternative
solutions to any given problem.
70. BP0235 1985 53 pp
Electronics Corporation of India Ltd. (ECIL) (A)
Bhandari, L R and Manikutty, S
Advanced Management Programme for Public Enterprises; Public Enterprise Management; Product Policy and
Management Electronics Corporation of India Limited, a public sector undertaking under the Department of
Atomic Energy, faces the problem of formulating product-market strategy and evolving an overall
corporate strategy. Consideration has to be given to the needs of the planned nuclear programme, cash
generations, opCase Exercise Technical Note

BUSINESS POLICY BP23

portunities of growth, and the needs of the electronics industry as a whole in the country - especially in
sophisticated areas. The history and the prevalent culture and systems require appropriate consideration
in the choice of strategy, and needed organizational changes have to be made. Feasibility of
implementation has to be constantly kept in mind in strategy formulation in this case.

71. BP0236 1996 19 pp

Electronics Corporation of India Limited (B)
Manikutty, S
Strategy Formulation and Implementation-I; Management Education Programme This case describes a situation
faced by a multiproduct, multidivisional company when its environment underwent a considerable change.
The Electronics Corporation of India (ECIL) was formed as a public sector undertaking to develop
electronics products, mainly import substitutes. It was founded on very strong values regarding the need
for self-reliance in products and technology for the country. Its chief executive was a noted scientist who
succeeded in developing a number of import substitutes. ECIL had a protected and supportive
environment till 1976. In this environment, ECIL did very well, registering high rates of growth, developing
a number of new products and showing good financial results. In 1976, the environment changed in all
aspects: technology, government protection through control of imports and licensing and the market. At
this time, the Chief Executive also retired. The case poses the question whether there is any need for
strategic change, and if so, what the organizational implications of such a change are, considering the
strengths and weaknesses of this organization and its established value systems.

72. BP0258 2000 18 pp

Surat Electricity Company
Dixit, M R; Rao, Sreenivas S; and Venkata Rao, V Strategy Formulation and Implementation; MIS; MDP on
Business Process Re-engineering; MDP on Service Management The case describes the issues in sustaining
the momentum generated by a series of initiatives undertaken by the new management of an acquired
company. In 1998, Torrent Group acquired controlling interest in Surat Electricity Company. Under the
leadership of Amitab Thakore it initiated series of measures to improve the performance of the company.
The staff of the company responded favourably to the initiatives. Amitab was concerned with the issues of
strengthening the initiatives and introducing new ones to sustain the momentum of performance
improvement.

73. BP0259 2000 11 pp

Torrent Cables Limited (A)
Dixit, M R; Rao, Sreenivas S; and Venkata Rao, V Strategy Formulation and Implementation; Mergers,
Acquisitions and Corporate Restructuring; and Turnaround Management In 1989, Torrent Group acquired
Mahendra Electricals Ltd., a sick company. This case describes the circumstances leading to the
acquisition, the motivation of Torrent Group, the technology, competition and customers of the acquired
company, the performance of the company, and the strategic options developed by the new
management. The new team was required to evaluate various options and develop a comprehensive
turnaround plan.

74. BP0260 2000 29 pp

Torrent Cables Limited (B)
Dixit, M R; Rao, Sreenivas S; and Venkata Rao, V
Strategy Formulation and Implementation; and Turnaround Management This case deals with the issues in
sustaining a superior performance in the face of recession. In 1989 the Torrent Group acquired a sick
company. The company was turned around by a series of managerial initiatives. A new team of
professionals was brought in, formal processes in planning and control were introduced, ISO 9000 quality
certification was obtained, and funds were brought in through a partially convertible debentures issue.
The company’s sales crossed Rs 100 crores. Profitability improved appreciably. Sustaining this
turnaround was the issue which the management anticipated that the next year would face recession.

75. BP0261 2000 8 pp

Torrent Cables Limited (C)
Dixit, M R; Rao, Sreenivas S; and Venkata Rao, V
Strategy Formulation and Implementation; MDP on Innovation and Corporate Strategy; and MDP on Turnaround
Management This case describes the measures initiated by Torrent Cables Ltd. to fight the recession. The
issue is one of strengthening the measures and introducing new initiatives to prevent the company from
becoming sick again. In 1989, the torrent group acquired a sick company and initiated a series of
measures to turn it around. The company turned around but faced a recessionary situation in the
subsequent year. The management tried to fight the recession. This effort needed to be evaluated and
new measures suggested to prevent the company from becoming sick again.

76. BP0262 2000 46 pp

Torrent Pharmaceuticals Limited
Chandra, Pankaj; Chaudhuri, Shekhar; Dixit, M R; Koshy,
Abraham; Pandey, I M; Rao, Sreenivas S; and Venkata Rao, V Strategy Formulation & Implementation; MDP
on Business Environment & Corporation Strategy; Strategies for Competitive Advantage; and Integrated/Capstone
exercises in Long duration general management programme Case Exercise Technical Note
BUSINESS POLICY BP27
The case describes the strategy formulation and implementation issues facing the top management of
Torrent Pharmaceuticals Ltd. In 1998, the company was among the top five pharmaceuticals companies
in India. Significant domestic and international changes in the competitive, regulatory, and technological
environment had threatened the sustenance of the performance of the company. The top management of
the company was required to review the changed situation and formulate a new strategy. The team was
also required to think through an action plan for implementing its recommendations.

77. BP0264 2000 8 pp

Torrent Gujarat Biotech Limited (B)
Chandra, Pankaj; Chaudhuri, Shekhar; Dixit, M R; Rao,
Sreenivas S; and Venkata Rao, V Strategy Formulation and Implementation; Module on Project Management;
MDP on Technology Management; Strategy module in Long duration general management programme This case
describes the efforts of Torrent Gujarat Biotech Limited to mitigate unexpected developments in
implementing a backward integration project. The management decided to develop the technology
indigenously. It collaborated with a consortium of scientists in Europe and a research laboratory in USA.
As of 1995, it was required to evaluate the measures and make recommendations for future.

78. BP0265 2000 8 pp

Torrent Gujarat Biotech Limited (C)
Chandra, Pankaj; Chaudhuri, Shekhar; Dixit, M R: Rao,
Sreenivas S; and Venkata Rao, V
Strategy Formulation and Implementation; Module on Project Management; MDP on Technology Management;
Strategy module in Long duration general management programme This case describes the situation faced by
the management in mitigating unexpected developments in the policy and competitive environment. The
economics of the penicillin project changed drastically when the government liberalized the import of
penicillin and the prices fell by one third. The management of Torrent Gujarat Biotech Limited could not
retrace its steps as it had already made commitments in fixed assets. It had to find a way of overcoming
the crisis.
79. BP0266 2000 35 pp
Amtrex Hitachi Appliances Limited: Competing for the
Future
Sridharan, Anand and Ravichandran, N
SFI-II; CCCS; SCA; Industry Analysis; Competitive Strategy; Implementation of Strategy The case presents the
history and managerial initiatives of a fast growing organization in consumer durable industry. The
industry is charasterized by the presence of several competing (National/ Multinational) players, changing
consumer needs and preferences and MNC’s access national market and vice-versa. The organization
needs to take stock of what it has achieved so far, what needs to be done and how?

80. BP0267 2001 40 pp

The Park, Calcutta
Dixit, M R and Manikutty, S
SFI-II; 3-TP Business Policy Modules; MEP Business Policy Module; and Service Management The overall
objective of the case is to provide an opportunity to the participants to understand, analyze, evaluate, and
learn from the repositioning efforts of an organization and identify the steps needed to consummate the
repositioning effort.

81. BP0268(B) 2001 8 pp

Kanpur Confectioneries Private Limited (B)
Dixit, M R and Dixit, Vandana
Strategy Formulation and Implementation, Operations Management, Writtten Analsis and Communication, Strategy
Module in Small and Medium Enterprise Programme Mr. Alok Kumar Gupta is required to review the progress
of his company since signing the agreement with the national player and develop a course of action for
the future. The questions are: Will all the members of the family be gainfully employed? How do we
provide for the careers of professional managers? Should the family think of new business lines? Case
Exercise Technical Note

82. BP0270 2002 41 pp

Ahmedabad Management Association: A Search for
Strategic Direction
Ravichandran, N, Golcha, Vivek , and Gupta, Vikas
Competence, Capabilities and Competitive Strategy, Strategy Formulation and Implementation The case describes
the evolution of Ahmedabad Management Association over the past 10 years of its existence. It describes
in a comprehensive way the profile of its activities, resources, structure, and other relevant information. It
highlights the issues related to the future direction of AMA and the kind of internal changes needed.
Among the options considered are (a) to convert AMA as an educational institution or (b) to retain its
flavor as a social (management) organization. The case concludes is with the pros and cons related to
these options.

83. BP0273 2002 9 pp

Clariant India Ltd. (A)
Dixit, M R and Pandey, I M
Strategy Formulation and Implementation; MDP modules on Strategic Management This case presents the
situation faced by Mr. Prakash Rastogi when he took over as the Managing Director of Clariant India Ltd.
On March 23, 1995, Sandoz International Ltd. announced the worldwide demerger of its chemicals
business and spun off an independent chemicals company called Clariant International Ltd. On March 26,
1996, Mr. Rastogi was appointed as the managing director of operations in India. The case presents a
brief history of Sandoz International, its performance in India, the reasons behind the demerger and the
working of manufacturing, research and purchasing units of the chemical division. It describes the
industrial relations situation, management style and culture inherited by Rastogi. It also presents
information on dyes industry in India. Mr. Rastogi is required to formulate a strategy for Clariant (India)
Ltd.
84. BP0274 2002 17 pp
Clariant India Ltd. (B)
Dixit, M R and Pandey, I M
Strategy Formulation and Implementation; This case can be used in courses on Leadership and Organisational
Culture Building; MDP modules on Strategic Management This case presents the initiatives of Mr. Rastogi, the
first managing director of Clariant India Limited, in building a performing culture and shaping the strategy
of the company. On March 23, 1995, Sandoz International Ltd. announced the worldwide demerger of its
chemical business and spun off an independent chemicals company called Clariant International Ltd. On
March 26, 1996, Mr. Rastogi was appointed as the managing director of operations in India. The case
provides details of the measures in culture building, communications with employees, customers and
dealers, and the development of a control system. It also presents the reactions of employees,
customers, dealers and representatives of Clariant International to the measures. Particularly, it focuses
on an initiative on an initiative called “Clap Programme”. Mr. Rastogi is required to reflect on the
experience so far and draw lessons for the future

85. BP0282(A) 2002 16 pp

TI Cycles: Corporate Strategy (A)
Dixit, M R and Jain, Abhinandan K
Strategy Formulation and Implementation, Module on Strategy in General Management Programme, Leadership and
Change Management This case presents the dilemma of Mr. Ramkumar, General Manager of Finance, of
Tube Investments of India Limited. Ramkumar has been asked to take up the leadership of TI Cycles. If
he decides to accept the offer, it would be the first general management assignment for him. There are
career risks and challenges associated with the offer. Ramkumar is required to decide in the context of
his strengths and weaknesses,and the opportunities and threats before the company. The company has
incurred a loss of Rs. 2.98 crores. It has had a glorious past. Currently it has lost its overall leadership to
Hero Cycles. It continues to domiCase Exercise Technical Note

I IMA: BI BP30 BLIOGRAPHY OF CAS ES AND NOTES

nate the specialty cycles category. Its internationalization experience has ups and downs. The case
provides an opportunity to assess the performance and potential of an organization and formulate a
strategy for the future. One can think through the implementation challenges before Ramkumar if he
accepts the job

86. BP0282(B) 2002 12 pp

TI Cycles: Corporate Strategy (B)
Dixit, M R and Jain, Abhinandan K
Transformation of Organizations, Strategy Formulation and Implementation, Module on Strategy in General
Management Programme, Leadership and Change Management This case describes the initiatives of
Ramkumar, Vice President of TI Cycles, and the corporate management of Tube Investments of India
Limited to turn around the organization and create a platform for future growth. Ramkumar’s rationale for
accepting the assignment and the measures initiated by him in manufacturing, culture building, market
development and enhancing the overall competitiveness of the company are described in detail. The case
presents data on various dimensions of performance of TI cycles. The case provides an opportunity to
evaluate the transformation of TI Cycles and develop recommendations for future. The case could be
used to discuss issues in strategy implementation, change management and transformation of
organizations.

87. BP0282(C) 2002 29 pp

TI Cycles: Corporate Strategy (C)
Dixit, M R and Jain, Abhinandan K
Strategy Formulation and Implementation, Module on Strategy in General Management Programme, Leadership and
Change Management This case describes the performance, competitive situation, and regulatory
environment of TI Cycles in 2000-01. It presents the key initiatives of the management of TI Cycles
between 1994-95 and 2000-01 in manufacturing, internationalization, new product development,
organizational restructuring and new culture building. Mr. Hari, the new President of TI Cycles, is faced
with the challenge of formulating and implementing a comprehensive and consistent strategy in the
context of emerging competition from China and continued competition from Hero Cycles and Atlas
Cycles. This case has been written for a group assignment in strategic management. It can be used as a
capstone case to integrate the learning in strategy formulation and implementation.

88. BP0285 2002 22 pp

Cosmo Films Limited: Market Orientation
Dixit, M R and Jain, Abhinandan K
Consumer Based Business Strategy, Marketing, Corporation and its customers, Module on Marketing in General
Management Programme This is a unique case of its kind in providing an opportunity to see the linkages
between the corporation and its customers from an integrated perspective. It describes the steps initiated
by the top management of Cosmo Film Limited, a company in the business of packaging films, to build
the customer focus in various aspects of its functioning and effecting a turnaround. It provides an
opportunity to develop linkages among the various measures and thinking through the options for the
future. The learning challenge is in linking the various steps taken and their consequences.

89. BP0286 2003 13 pp

Cosmo Films Limited: Operations at Aurangabad (A)
Dixit, M R and Jain, Abhinandan K
Strategy Formulation and Implementation; Operations Management; MDP on Leadership and Change Management;
Business Process Reengineering This case describes the tasks faced by Ranabir Mukherjee in
comprehending the operations of Cosmo Films, a company in the business of packing films, at Waluj and
developing a strategy for enhancing their effectiveness. It presents the background of the company, the
outcome of investigations by Ashok Jaipuria, Chairman and Managing Director of Cosmo Films and
Sushil Mittal, Executive Director, and the details of technology, production process, management of
stores, maintenance and quality, investments in information technology, and human resource
management. The participants are required to analyse the current status of operations and develop an
integrated set of recommendations for future. The case can be used at the beginning or end of an
operations management course. The learning is in trying to understand the various linkages within
operations and their interface with other functions like marketing, finance, and human resource
management

90. BP0287 2003 21 pp

Cosmo Films Limited: Operations at Aurangabad (B)
Dixit, M R and Jain, Abhinandan K
Strategy Formulation and Implementation; Operations Management; MDP on Leadership and Change Management;
Business Process Reengineering This case describes the steps taken by the top management of Cosmo
Films Limited, a company in the business of packing films, in enhancing the effectiveness of operations at
Waluj and affecting a turnaround. It provides an opportunity to develop an integrated scheme for
evaluating the effectiveness enhancement measures. Limited thinking through in anticipating the
problems for future is possible. The learning challenge is in linking the various steps taken and their
consequences.

91. BP0288 2003 22 pp

Cosmo Films Limited: Corporate Strategy (A)
Dixit, M R and Jain, Abhinandan K
Strategy Formulation and Implementation; MDP on Leadership and Change Management This case focuses on
the task before Mr. Sushil Mittal who has been asked to takeover as the profit centre head of Cosmo
Films Limited, a company in the business of packing films. He is required to formulate and implement a
turnaround strategy. The case provides details like the background of the company, the policies and
practices in all the functions, developments in the external environment, and the performance of the
company on various physical and financial parameters to enable Sushil to think through. Sushil has learnt
from his own investigation and from the report of Ashok Jaipuria, Chairman and Managing Director of the
Company, that the company is losing Rs. one crore a month and there are noticeable imbalances in the
company.Case Exercise Technical Note
BUSINESS POLICY BP31

92. BP0289 2003 40 pp

Cosmo Films Limited: Corporate Strategy (B)
Dixit, M R and Jain, Abhinandan K
Strategy Formulation and Implementation; MDP on Leadership and Change Management This case describes the
steps taken by the top management of Cosmo Films Limited, a company in the business of packing films,
to turnaround the company. It provides an opportunity to develop an integrated scheme for evaluating the
turnaround of Cosmo Films Limited. The company had been losing around Rs.one crore a month. As a
part of the turnaround strategy, the management worked on restructuring the internal processes and
exploring new product and customer options. The learning challenge is in linking the various steps taken
and their consequences. The case can also be used to discuss issues in ‘export-centered turnaround
strategy’.

93. BP0290 2003 22 pp

Nadiad Kidney Hospital: Revamping Systems and
Processes for Growth
Ravichandran, N
Competence, Capabilities and Competitive Strategy, Strategic Formulation and Implementation II, Business Process
Reengineering, Hospital Management The case presents the situation faced by a Trust based hospital
regarding its expansion and future growth. There is adequate background information on product and
services offered, operational efficiency, cost of services and performances. The issue before the hospital
is to grow in the chosen area of Kidney treatment or diversity to other super specialties. The role of
competition, internal systems and other considerations would influence the decision.

94. BP0291 2003 12 pp

Cool King Limited: To be or not to be in Window Airconditioner
Business?
Sinha, Piyush Kumar and Ravichandran, N Competence, Capabilities and Competitive Strategy, Strategy
Formulation and Implementation, Strategic Marketing The case presents industry data related to the air-
conditioning industry. A decision needs to be made regarding and existing product line. How to make this
decision? What criteria would help is the focus of this case.

95. BP0292 2003 11 pp

DHL International: Singapore
Raghuram, G and Kothari, Anupama MDP for Department of Post; Services Management, Strategic
Management, Marketing Management The area director of ASEAN, DHL Worldwide Express, who also
looked after DHL International Private Limited (Singapore) (DHLS), was reflecting on the business pitch in
the context of the uncertainty posed by the developing IT sector. While it brought with it new and efficient
ways with which to manage logistics, e-businesses and electronic document transfers meant that DHLS
needed to reorient its business perspective. DHLS’s business plans included servicing e-retail outlets’
delivery needs and providing value added services, like equipment configuration for customers in their
distribution pipeline and moving towards provision of seamless supply chains. The lynchpin in the game-
plan was the evolving concept of an Express Logistics Center. The other key areas that were expected to
fuel growth were the ‘Advantage Customer’ scheme and the ‘Asia First’ initiative of DHLS. In 1998, DHLS
felt that besides aligning their short-term goals for the coming two years with the DHL Worldwide’s long-
term corporate goals, they had to achieve some specific aims. Their financial targets were a) achievement
of 16 per cent growth rate in revenue and b) 9 per cent growth rate in profitability.

96. BP0299 2003, 2004 34 pp

Aravind Eye Care System: Giving Them the Most
Precious Gift
Manikutty, S and Vohra, Neharika
Strategy Formulation and Implementation, Organizational Behaviour, Startegy Modules The case describes the
vision of Dr. Venkataswamy, the founder of Aravind Eye Hospital at Madurai, Tamilnadu, and the history
of its development of places the present activities of what has grown into an eye care system in the
context of the eye problems in India especially blindness. The ability of the hospitals to perform free
surgeries to the extend of 60% yet keep the prices highly affordable is highlighted, and the profane
reasons embedded in the case. The structure and systems are described in detail. The case ends with
the future directions and the actions needed to take the hospital further and fulfill Dr. V’s vision of “total
elimination of needless blindness in India”.

Teaching Note: BP0299TN

97. BP0300 2005 23 pp
Sundaram Medical Foundation: Excellence in
Community Health Care Delivery
Ravichandran, N
Strategic Formulation and Implementation II, Competence, Capabilities and Competitive Strategy SMF is
secondary care medical facility created to provide quality health care at an affordable price (or value for
money) to the middle class Indian population. This facility is a realization of the passion of the founder to
provide quality health care at affordable price to the middle income group population. The case describes
in detail the organizational drivers which lead to lower health care delivery cost at SMF and hence the
flexible variable pricing option. The write up provides a detailed description of the health care delivery
system at SMF. Adequate information on organization structure, Medical and Para medical staff, their
recruitment, compensation, use of Information Technology are included. A brief background information
related to Medicare facilities in the Indian context is provided to appreciate the industry sectors. The case
also presents the dilemma in maintaining the focus nature of SMF. Issues related to succession planning,
ability to retain and contribute to the founder’s vision are also discussed.

98. BP0313(B) 2006 7 pp

ITC Limited, Bangalore (B)
Mathur, Ajeet
Strategy Formulation and Implementation II, Competitive Strategy This case describes how corporate strategy
and competitive strategy, enmesh. It describes an inflexion point at which the company was faced with a
prisoners’ dilemma situation with regard to a critical set of operational decisions of tactical significance
affecting manufacturing operations. The unintended consequences, regardless of which path were taken,
could have lasting reverberations for sustaining creditability and communication in organization
development and management processes. The unfolding situation describes a situation typical of the
challenges arising in low margin high volume traditional businesses close to growth saturation and
maturity. In ITC Limited, the extent to which the deep restructuring in its traditional businesses was
feasible and sustainable also set the pace of diversification. The case also brings out tacit dimensions of
power conflict that strategy formulation and implementation manifest in industrial relations conflicts.

99. BP0314 2006 15 pp

The Living Room: Redefining the Furniture Industry
Kolluri, Sowmya and Ravichandran, N
Competence, Capabilities and Competitive Strategy, Strategy Formulation and Implementation, Manufacturing
Strategy The central issue in this case relates to the expansion plan (growth option) of a traditional
furniture company in the contract of growing options in the Indian furniture industry. The case provides
adequate details on the growth and evolution of the firm, the competitor’s profile, and the consumer
expectations by a survey. The decision options to the firm are expansion within Bombay or expansion to
other cities. The cases can also be used to illustrate the concept of mass customization.

100. BP0315 2006, 2007 17 pp

Hindustan Petroleum Corporation Limited: Strategic Change in Retail Business through
Management Development Programme
Maheshwari, Sunil Kumar, Jain,Abhinandan K, Dixit, M R and Bhat, Ramesh
Strategy Formulation and Implementation, Human Resource Management The case describes how strategic
changes could be undertaken in a large oil sector company through Management Development
Programme.

101. BP0317 2005, 2005 6 pp

Sharad Pal at Maheshwar Filling Station, Bopal
Dixit, M R, Jain, Abhinandan K, Bhat, Ramesh, and
Maheshwari, Sunil Kumar
The case describes the situation faced by a Sales Officer in justifying the investment in the dealership
faced with low sales and mounting competition for improving the performance of the dealCase Exercise
Technical Note
BUSINESS POLICY BP35
ership. The case describes the infrastructure available at the outlet, the market in and around the
dealership, competitor performance, and the operations and performance of the dealer. The location map
and assessment of potential are also provided. This case has been used as an introductory case in the
Phase-I of the three phase programmes on marketing for the sales officer of retail SBU. It can be used for
any programme for field officers supervising retail dealers for improving their leadership skills.

102. BP0321 2007 28 pp

Simplifly Deccan: Ecolution of Low Cost Carrier in
India
Bayon, Manoj and Ravichandran, N
PGP, PGP-ABM, PGPX, PGP-PMP, MDP
The case provides an opportunity to evaluate the business strategy adopted by India’s largest low cost
airline. The focus of the discussion should be to review the strategy so far and identity immediate
priorities of Air Deccan in the next two years. The case provides the background information on the Indian
Aviation Industry, Macro Economic policy changes, Infrastructure impediments related to Aviation
Industry, the operating business model adopted by Air Decccan, competition in the industry. The case
has been compiled from data available from secondary sources.

103. BP0333 2010 31 pp

One Mission, Multiple Roads: Aravind Eye Care System
in 2009*
Manikutty, S
Strategic Management (SM)
This case, “One Mission, Multiple Roads: Aravind Eyecare System in 2009” is a sequel to the earlier
case, “Aravind Eyecare System” Giving Them the Most Precious Gift”. It describes the new challenges
AECS faces in the year 2009. This case presents the strategic choices facing an organization such as
AECS with a mission that is still held to be relevant, almost sacred, but having multiple paths to attain it.
All these paths seem to lead to the mission; yet all cannot be pursued and they need to be prioritized.
The case encourages the participants to develop criteria for this prioritization.
Teaching Note: BP0333TN

Logistics and Supply Chain Management

Project Management
104. BP0294 1998 28 pp
Airfreight Limited
Manikutty, S and Raghuram, G
Competitive Strategy, Service Management, Logistics and Supply Chain Management The vision of Airfreight
Limited (AFL) was to be an acknowledged leader in providing world class “Integrated Logistics Solutions”
(ILS). The company was a family business involving clearing and forwarding, dating from 1867. AFL
came formally into existence in 1945. In 1979, a tie-up with DHL Worldwide Express permitted AFL to
introduce in India the concept of “Express Delivery”, giving birth to the term “courier”. In 1988, AFL began
a new untried service: express distribution, which involved providing distribution service with time
guarantee, thus adding more value to its already existing niche services. With its wealth of experience
and expertise, AFL decided to enter new growth phase, towards becoming the “integrated logistics
solutions” provider to corporate India by the year 2000. In this context, the chairman and managing
director of AFL was concerned with building the appropriate information technology infrastructure and
physical infrastructure. The question was `How will we do it?’ Case Exercise Technical Note

105. Standard Chartered and ANZ Grindlays

Amalgamation: Excellence in Execution
Ravichandran, N
Strategy, CECS, project management MDP on Strategy, Project Management Describes the implementation of
SEB, GB merger in 15 countries including India. The case profiles the banks before merger, logic of the
merger, project planning and extension, charge management issues, VRS, branch rationalism. Adequate
data and proven information is provided to enable an analysis and discussion of this implementation.

106. BP0318 2006 29 pp

Gati Limited: Evolution of a Third Party Logistics
Organization
Ravichandran, N
Supply Chain Management, Logistics Management
The case presents the evolution of small time transport company to an integrated logistics solutions
provider. The issues (managerial) experience by the organization in developing an online information
system, restructuring, product launch, product rationalization etc. are described in detail. The case
provides an opportunity to discuss the future direction of this organization.