Loyola

Institute of
Business
Administration
(LIBA)
A Jesuit Business School

Proceedings of LIBA’s
National Case Development Conference

CDC–2022
17th and 18th February 2022

Published by: Edited by:

Dr. C. Joe Arun SJ Dr. Deepa R.
Director, Dr. Deepak Mathivathanan
LIBA LIBA
First Impression: 2022
©Loyola Institute of Business Administration (LIBA), Chennai

ISBN: 978-81-957083-0-7

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Director
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 Director’s Message

On behalf of Loyola Institute of Business Administration (LIBA), I extend my sincere

appreciation to you for being a part of the National Case Development Conference 2022, held
on 17th and 18th February 2022. LIBA - a Jesuit business school, driven by Ignatian values
involves teaching and learning that is relevant, innovative and dynamic, guided by values and
ethics. In an effort to make men and women for others as per the Ignatian values, teaching and
learning in LIBA involves case teaching and case analysis as part of its pedagogy. It was in
this vein that the LIBA’s National Case Development Conference was initiated this year to
enable faculty of business schools and future faculty to understand and develop teaching cases.

With an overwhelming response from leading business schools, institutes and universities in
India, the FDP and Case Development workshop helped faculty to understand and assimilate
the nuances of case development. The National Case Conference was a platform for bright and
agile minds to come together to present teaching cases. On behalf of LIBA, I am extremely
happy to present the Proceedings of the Conference. Let this conference sow the seeds of
discernment, intellectual collaboration and deep learning, in bringing together various institutes
and B-schools for future National and International Conferences to be held at LIBA. My best
wishes and prayers for all your future endeavours.

Dr. C. Joe Arun, SJ

Director, LIBA
 Chief Patron
Rev Dr Francis P Xavier, SJ
Rector, Loyola College, Chennai

Patron
Rev Dr C Joe Arun, SJ
Director, Loyola Institute of Business Administration (LIBA), Chennai

Conference Convenors
Dr. R Deepa, Assistant Professor-HR, LIBA
Dr. Deepak Mathivathanan, Assistant Professor-Operations, LIBA

Advisory Committee
Dr. MJ Xavier, Professor-Marketing & Business Analytics, LIBA
Dr. Shanthi Venkatesh, Professor-Marketing, LIBA
Dr. Jayashree Suresh, Professor, Cresent School of Management
Dr. Rupashree Baral, Associate Professor, DoMS, IIT Madras
Dr. K. Mathiyazhagan, Associate Professor & Chair-Research, TSM-Madurai
Dr. Madhavapriya D, Assistant Professor-Finance, LIBA
Dr. Uma Priyadharshini, Assistant Professor-Finance, LIBA

Organising Committee
Dr. Archana Raja, Assistant Professor-Marketing, LIBA
Dr. Akanksha Jaiswal, Assistant Professor-HR, LIBA
Dr. P.A. Mary Auxilia, Assistant Professor-Finance, LIBA
Dr. Joseph Francis J, Assistant Professor-Operations, LIBA
Dr. Ameeta Fernando, Assistant Professor-Business Analytics, LIBA
Dr. Ramya K Prasad, Assistant Professor-Media & Marketing Management, LIBA
Dr. Tisha Meriam Cherian, Teaching Assistant-Operation, LIBA
Ms. Vasumathi P, Teaching Assistant-Marketing, LIBA
 Table of Contents
Title Page
No.

GENERAL MANAGEMENT
1 Authentic Leadership: The CCD turnaround (A Case Study of Café Coffee Day 1
Enterprise)
Uthira D, Nisha U
2 BOG Energies: Leadership drive towards organizational excellence and 14
sustainability
Sudhakar Rajendran and Akanksha Jaiswal
3 Sustainability in transportation with e-vehicles 25
N Pradeep Kumar
4 Waste to Wealth (Circular Economy) Initiative in a Management Institute: The case 28
of Thermocol (Polystyrene) recycling in Loyola Institute of Business Administration
Alagu Perumal Ramasamy, Ramya K Prasad, Issac K Varghese, A. Indira
5 Who moved my grocery, in 10 minutes? - A light on Indian dark stores 34
Mayukh Mukhopadhyaya
6 The Journey of an NGO – Smyrna 42
Roshandass Ramesh, Dilip Jason, Benin Christ, Vannilan, Cathirine Joice, Samuvel Graceson,
Praising Linijah
7 Case study: Indian edtech industry growth and challenges during covid 19 49
R Bargavi, Kavitha Shanmugam
8 Transformation of Indian retail landscape and the way-forward 57
W Joshua, Clement Vivian S, D Jhansi
9 Marketing sexual wellness through the road less travelled: A case-study on 72
Shycart.com
L Ramalakshmi
10 Case study on Livelihood Crisis During Covid-19 82
Vidya Sri , S Vasantha
11 Case study on optimisation of web based retail space through market basket analysis 90
using python
Thamaraiselvi P, Vishal Kumar R, P Shanmugha Priya, Sailesh K
12 Village to eco-village: reimagining sustainable livelihood through community 98
mindset
Satyendra C Pandey, Pinaki Nandan Pattnaik
13 Rapid construction for covid emergency 110
Arghyakamal Bhattacharya, Jayanthi CV
14 Why do Health Insurance Policies not win the hearts and minds of the Middle 118
Class? What will make them be insured? A Case study of the Indian Health
Insurance sector
R Murali, K Mohamed Jasim, Y Arul Sulochana
15 Effect analysis of digital age for print media 129
P Parvathi
 Title Page
No.
16 Corporate social responsibility act as a tool during ethical crisis-case study on Coca- 135
Cola
Menaga A, S Lokesh, S Vasantha
17 Garland for the worker on who’s evidence: Indian ethos case study 144
Jayanthi CV
18 Case Study on Medical Negligence 146
Dhyana Sharon Ross
19 Care to contribute to a sustainable world besides enjoying some chocolates, 149
Kocoatrait could be the choice!!
Ramya K Prasad
20 Sterlite Copper – Social and Environmental Issues 161
MJ Xavier
HUMAN RESOURCES MANAGEMENT
21 Emotional Intelligence & Intrapreneurship as a Catalyst to Navigate a VUCA World 173
Saptarshi Ghosh, Poushali Dey, Shweta S Ghosh, Bharat Chillakuri
22 Artificial Intelligence: A Boon or Bane for Human Potential and Labour-Intensive 187
Economy- An Exploratory Study on Pandemic Ridden India
Arunava Narayan Mukherjee, Soma Bose Biswas, Smita Chakraborty
23 Tatva Consultancy Ltd. (TCL) 198
Srividya Raman
24 The Leader, The Manager and The Blind Faith: A Case of Imperial Spa and Resort 206
Private Limited
Tanmaya Kumar Mishra
25 Descriptive Study on Employee Engagement in Organizations with reference to 213
Specific Cases
C Balaji Viswanath
26 Emotional intelligence: A productivity booster 221
M Dominic Jayakumar
27 Apple Squabble: Conflict at Indian Supplier Plant 226
S Krishna Soujanya
28 Vegan at a Turkey Roast 233
Sanjana Inamdar, Neetha Mary Avanesh
29 Audi alteram partem: A chance or a right? 238
Margaret Sonia Loyola, B Aiswarya
30 Persuading The Unconvinced: The Break Story 249
B Aiswarya, G Ramasundaram
31 Role of Trade union at M/s. Alpha Beta Gamma & Company 255
PC Lakshmi Narayanan
32 Decision making by a Woman Employee on the career prospects – Chance or 257
Choice
Deepa Narayanan, Jahira Parveen
33 Leadership and the Art of Storytelling – The Case of Vitara 260
Deepa R
 Title Page
No.

MARKERTING

34 Negative Impact of Consumer Fashion Trends on Sales: The Gillette Example 269
Kisholoy Roy
35 Case Study on Impact of COVID-19 Pandemic on Retailing in India 278
Vijaya Deepika, N Kannan
36 Healthy Heart Oil: The Phygital Consumer Experience 284
Manjula N, Pragha
37 An Evidence for E- Waste Management is “RIGHT TO REPAIR” Movement: A 296
Multiple Case Study of “R to R” FROM US, UK & EU
R Logeswaria, KR Kolammal
38 Daddy Annamalai: The Rise and Fall 302
Manjula Nagarajan, Bharani Vijayakumar, Hareesh Chandar VJ, Vignesh T, Afsal Sameer A
39 Bigg Boss: Fusing advertising in entertainment – Advertainment 317
Thamaraiselvan Natarajan, Jegan Jayapal, C Harishree
40 Brewing Stronger - A Case of the Successful Turnaround of Cafe Coffee Day 327
Anitharaj MS, Sweatha D, Raghuraman R
41 E-commerce Hyperlocal Marketplace Model for Delivery of Baby Products and 334
Foods
E Pradeep
42 Emergence of Retail Pharmacy Chains and its impact on the People’s Health 344
Sreeraman Nandhi
43 Self Service Technology: Digital Experience of Consumers - A Case Study 347
R Suresh Babu, R Rajesh Kannan, MA Bilal Ahmed, S Vasantha and S Thameemul Ansari
44 Strategic Decision of Implementing E-CRM by Kotak Mahindra General Insurance 358
Company for its Effective Business Operation and Business Growth
S Lokesh, S Vasantha and Menaga Lokesh
45 Revenue Management in the Indian Hotel Industry: Will Traditional Marketing 366
Strategies work?
P Ganesan & A Sivakumar
46 A Creative Lead Generation Activity for Insurance Services-A Case Study Approach 377
S Dhanabagiyam, S Boopathy
47 Market expansion and increase the product offering to enable growth of a training 382
company both vertical and horizontally
S Venkatanarayanan
48 Byju's - Case Study of A Successful Indian Startup 388
Narayanan TS & Sunil Vakayil
 Title Page
No.

OPERATIONS

49 One Rupee Idli Granny 'Ms. M Kamalathal': A Saga of Selfless Service 397
A Ramesh, K Subramani
50 The Mouse in a Trap……. 406
Joseph Francis J, Sivakumar K
51 Lean Implementation Case in an Indian SME 425
Thirumani Muniswami Iyer Venkatesan, Goutam Kumar Kundu
52 Softer, Crunchy and Juicy from Shimla to Chennai! 432
Joseph Francis J, Thirumurugan D and Varuneshwaran R
53 The Challenging Journey of OEMs to Drive Electric 2 wheelers from Research & 444
Development to Ride on Roads: Indian Context
B Charan and S Vasantha
54 Operations-Sustainability Case 450
S Jaisankar, Aman Kumar Dubey
55 Machine Replacement in Plastic Industry 455
L Aravindh Kumaran, Tisha Meriam Cherian

FINANCE

56 A Case Study on Decoding the Landscape of Non-Fungible Tokens (NFT) Trading 461
Jeevitha R, Amaleshwari Umapathy
57 Swapnil’s WOW Moment 469
N Sivasankaran
58 Utilization of Farmland for Organic Farming Towards Sustainable Economy 472
AS Ambily
59 Are large IPOs destined to fail – A case of One 97 Communication 479
S Johnsi
60 Testing Bubbles and Volatility Spillover effect of bitcoin on Top US Performing 486
Stocks – A Case Study
Rajkumar Chavan & Senthil Kumar Arumugam
61 VentureFund Pvt. Ltd. 500
KR Ramprakash
62 ANAU: A Pharmaceutical Firm’s – Forex Risk Exposure 504
PA Mary Auxilia
63 Indian Aviation Industry is a Creator or Destructor of Wealth? 508
MP Pandikumar

BUSINESS ANALYTICS
64 Designing Dynamic Loyalty Programs using MachineLearning @ Elixir 515
Online Pvt. Ltd.,
Ramasubramaniam M
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Authentic Leadership: The CCD turnaround: A Case Study of Café

Coffee Day Enterprise
Uthira D and Nisha U*
M.O.P. Vaishnav College for Women (Autonomous)

Abstract

Authentic leadership is an emerging leadership style that focuses on transparent, ethical,

and virtuous leadership traits. It emboldens the open sharing of information to make
strategic business decisions while accepting followers’ inputs. This case study explores the
turnaround of events at Café Coffee Day. Popularly known as CCD, Café Coffee Day
founded by V G Siddhartha, brought a revolutionary change in the way Indians perceived
a cup of coffee. From being the top runner in the industry and then throwing himself to
death into the Netravati River near Mangalore, Siddhartha’s death debated speculations of
grave mistakes, pressure from moneylenders, and a complex organizational strategy. The
media and the industry deemed his death to be the closure of CCD as it was logically
impossible to recover from the huge, accumulated debt of Rs.7000 crores. Then came the
turnaround story when Malavika Hegde, wife of Late V G Siddhartha, shattered all the
disbelief and rewrote the story of CCD by saving the organization from disappearing by
reducing the company debt to Rs 1,731 crore as of March 31, 2021. Malavika Hegde - took
the reins of the CCD into her fold and drove the organization to a path of recovery even
during the pandemic with stellar leadership traits. The purpose of this cases study is 3 fold:
First, the study aims to provide an insight into the rise and fall of CCD. Secondly, the
leadership styles adopted by V G Siddhartha and Malavika Hegde will be explored and
thirdly the relationship between gender and authentic leadership development will be
investigated.

Keywords – Authentic Leadership, CCD, V G Siddhartha, Malavika Hegde, liquidity, debt,

capital structure

INTRODUCTION:

About Café Coffee Day

V. G. Siddhartha, founder of Café Coffee Day, started the illustrious coffee chain way back
in 1996 in Bangalore, Karnataka. Being an innovative concept in a traditional Coffee

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drinking nation, Café Coffee Day quickly expanded its wings in urban India and opened
around 2000 bistros in 2016. Siddhartha’s impeccable business innovation and
breakthrough business strategies were a breath of fresh air on the cafeteria culture in India.
In a range of 20 years, Siddhartha successfully made CCD grow from just a coffee chain in
India to take the pride of place in Times Square and Orchard Street.

BACKGROUND

Mounting Debts and Controversies

The quick expansion of CCD into a huge conglomerate coupled with Siddhartha’s strategy
of diversifying into many businesses - from producing coffee to establishing café to
providing financial intermediary services to IT Companies to logistics businesses to hotel
and resorts to Private Equity funds, Cafe Coffee Day had accumulated a huge debt of
around Rs 6,550 crores as of March 2019. The huge blow came when coffee prices hit a
13-year low in the international market, thereby dragging Indian coffee export to an all-
time low of 10 %.
To combat this debt, Siddhartha had to sell his entire 20.32% stake in the Bengaluru-
headquartered IT services firm, Mindtree. He was the largest shareholder in Mindtree and
exited the company after remaining invested for close to two decades (The Economic
Times, 2019).

The mounting debts were simply unsettling not only for the business but for Siddhartha as
well. Even with selling his stakes, the working capital requirements could not be met and
the going got tough.

The developments pushed Siddhartha to strike a deal with the global beverage maker Coca-
Cola for an equity sale in the flagship CCD at an enterprise valuation of around Rs.10,000
crores. In addition, Blackstone was in talks with Siddhartha to buy a majority stake in his
real estate venture known as Tanglin Developments for around Rs. 2,800 crores. However,
both these initiatives were taking a long time to fructify. All this snowballed into a serious
liquidity crunch. Added to this, the Income Tax Department started scrutinizing the affairs
of CCD and brought VG Siddhartha under its radar. The IT Department discovered around
Rs. 650 crore of concealed income from the documents they seized in various properties
owned by Siddhartha.

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The Missing of Siddhartha and his Death

Reports claimed that Siddhartha had been found missing since July 29, 2019, and after an
intense investigation, it was found that he had committed suicide. He had left behind a
typed and signed letter, which, triggered major speculation in the media and corporate
world. In the letter, he had expressed his grief for being a failed entrepreneur and not being
able to create "the right profitable business". Moreover, he also alleged that a senior income
tax officer allegedly harassed him, which eventually led him to take his own life.

The last letter Siddhartha had left behind is as follows:

"I have failed to create the right profitable business model despite my best efforts. I would
like to say I gave it my all. I am very sorry to let down all the people who trust me. I fought
for a long time but today I gave up as I could not take any more pressure..."I could not take
any more pressure from one of the private equity partners forcing me to buy back shares, a
transaction I had partially completed six months ago by borrowing a large sum of money
from a friend. Tremendous pressure from other lenders leads to me succumbing to the
situation. There was a lot of harassment from the previous DG income tax in the form of
attaching our shares on two separate occasions to block our Mindtree deal and then taking
the position of our Coffee Day shares... This was very unfair and has led to a serious
liquidity crunch."

THE PROBLEM
The turnaround saga
When Malavika Hegde the grieving wife of VG Siddhartha was soon appointed as the CEO
of Coffee Day Enterprises Ltd (CDEL) and she did not balk at the mess that was created
by her husband as everybody including the investors and lenders had expected but slowly
and steadily got into action. The company under her stewardship started working hard
putting in place many strategies one by one to put the pieces back in the jigsaw puzzle.
“It is only a person with emotional attachment to the organization along with dedicated
employees that can boost up revenues. Not to forget, that expert knowledge of the core
business of the entity is the cornerstone of success.” Comments like this were all over the
media at this point. Under this crucial circumstance, Ms. Malavika Hegde committed
herself to continue the proud legacy her late husband left behind.

What did Malavika Hegde inherit after Siddhartha’s demise?

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An over-leveraged business conglomerate

Insufficient cash flows leading to a severe liquidity squeeze
An all-time low company stock, having crashed over 50% from Rs. 191 on July 29 to just
over Rs. 77 on August 8 on BSE
No more collaterals as all his assets had already been pledged
A highly complicated business structure - A holding company, 4 major subsidiaries, 40-
plus step-down subsidiaries, and over half a dozen associates and joint venture companies
- difficult for public investors to follow and making asset-liability management a nightmare
A huge conglomerate which was run single-handedly by Siddhartha himself
Compromised corporate governance in the group companies
A pandemic which made things worse

PROPOSED SOLUTION
Malavika’s wrote an open letter to the employee’s of CCD after taking over as CEO
(extracts are as below):
The Times of India carried the letter that Malavika wrote to the company’s 25,000
employees in 2020 before taking over as CEO of the company. Hegde wrote that she was
committed to the future of the company and assured that the Coffee Day story was “worth
preserving”. Her letter came hours after a probe revealed that a private entity owned by
Siddhartha owed Rs. 2,693 crore to Coffee Day Enterprises Limited (CDEL). She further
added “We will work to reduce the debt to a manageable level by selling a few more
investments as I am committed to the company’s future,”
Restructuring plan of Malavika Hegde in finding a long-term sustainable solution for
the revival of CDEL:
Monetised its 10-floor posh corporate workplace in Bengaluru by promoting off the
remaining interval of the lease to consumers.
Obtained the support of major lenders like Rabobank, DEG, Yes Bank
Shifted the company workplace to a smaller facility.
Issuing applicable monetary devices and optionally convertible debentures or bonds, to
lenders
Selling Global Village Tech Park to the Blackstone Group
Gave clear signals that CDEL will pay each rupee of its debt and does not expect any haircut
from lenders
Current focus is on the core coffee business

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Sell its stake in Mindtree

Sold a part of its real estate business under Tanglin
Discard around 30,000 custom-made cabinets used for vending machines which were not
profitable
Brought on board EY India to handle its CFO functions in a display of transparency and to
dispel all doubts in the minds of potential buyers of its business.
Divestment of Sical Logistics
Closing down outlets which were not generating good business
Exporting high-quality Arabica coffee beans produced from the family-owned coffee
plantations.
Maintain the brand's vision, value and build relations with many new investors to infuse
capital into the business.

By these revival strategies, Malavika Hegde has proved that she will not leave any stone
unturned to uphold the business her husband gave his entire life to. She has taken herself
into the role at an amazing speed with her confidence, hope, and optimism. Her resilience
in such a tough situation has shown that she possesses the positive psychological
capabilities of an effective leader. With the support of her team, she has shown the way
forward for a once debt-ridden company to pursue the meteoric rise of the Café Coffee Day
brand, which will continue to be hailed as one of the successful turnaround stories in India
Inc.

The Present Day Coffee Day Enterprises Ltd (CDEL)

In the FY21 CDEL's net operational revenue was valued at Rs. 853 crore against Rs. 2,522
crore in FY20. The brand currently has its presence in the coffee, logistics, and hospitality
segments. Its most famous coffee brand Café Coffee Day (CCD), contributed around 47%
of its consolidated net revenue. CCD currently operates 572 cafes, which run in 165 cities
and 333 CCD Value Express kiosks. Additionally, it also boasts of having around 36,326
vending machines to dispense coffee in corporate houses workplaces, and hotels.
Malavika Hegde successfully overcame the challenges to get the organization back to the
road of recovery by substantial debt reductions. CDEL had mentioned in its annual report
that its net debt stood at Rs.1,731 crore as of March 31, 2021.

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The two letters written by Siddhartha and Malavika indicate the leadership mettle of both
of them. Not taking away anything from Siddhartha, experts say he followed a very
complex non-transparent business model, which though initially proved to be very
successful but did not fructify eventually. Nevertheless, he still did not have the self-
awareness to take the help of professionals in dealing with such grave situations. Though
he had the best intentions in mind to place India on the global map and at the same time,
give back to the community still did not dare to carry forward his ambition and passion.

However, Malavika Hegde has oozed out confidence and hope to the employees, lenders,
investors, and stakeholders and has made a sincere attempt to stay afloat and look at
reorganizing the entire setup. She has certainly used her positive psychological capacities
coupled with self-awareness and restraint in creating a conducive ecosystem and with her
team has negated the predictions of business analysts and leaders that CCD will not survive
in the end without Siddhartha.

RECOMMENDATIONS

The status quo of women in the past couple of decades has changed significantly. In the
present day, women have been playing a vital role in the growth of the world economy,
have made a huge impact, and have tasted success in almost every business sector. It is
time we understand what drives women to become successful business leaders especially
in the face of adversity. The Harvard Business Review identified common traits in
successful women leaders. The report indicated that women rated better than men on key
leadership capabilities. The report further revealed that women outscored men on 17 of the 19
capabilities that differentiate excellent leaders from average or poor ones. (Jack Zenger and
Joseph Folkman, 2019).

Ages back the Indian epitome Taittiriya Upanishad composed as early as 6th century BC is
a holy Sanskrit text, which contributes to a vast body of literature, wherein knowledge is
transmitted by way of conversations. There are enormous leadership lessons one can pick
up from this noble work of Sage Vaisampayana. Chapter three of the Upanishad
concentrates on the Pancha koshas alternatively five sheaths (cover) which offers insights
on the five layers of human existence namely annamaya kosha (food sheath), Pranmay
kosha (vital air sheath), Manomay kosha (mind as distinctively different from intelligence

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sheath) Vigyanmay Kosha (intellect sheath) and Anandamay Kosha (ceaseless joy not
connected with body or mind). (Bridget Layne, 2021)

Taking insights from this rich rendition, contemporary business houses have started
practicing a superior model of leadership style so-called authentic leadership. Unlike the
old school of dictatorship, authentic leaders emphasize values, self-awareness, self-
reflection, effective feedback, and they effectively resolve and manage conflicts at the
workplace.
Trust one's thoughts, feelings, motives, and values, self-reflection, responsiveness to
feedback, and can resolve conflict in honest and non-manipulative ways.

Women corporate leaders have believed that building a business is all about having a vision
and working towards it with positive belief and confidence. Women leaders exude innate
characteristics like perseverance, creativity, and resilience. Numerous business strategies
followed by women leaders and entrepreneurs have created have laid a strong foundation
for business empires. Women have broken the glass ceiling, pioneered their way to the top,
and have led by example for the next generation of leaders. Once a broken wife - today a
role model of an Authentic leader who has proved to the world that with the right
combination of values, vision, strategy, and resilience turnarounds are possible and that
there is no need for suicide or fleeing the country. Ms. Malavika Hegde has proved that the
brand of CCD was worth preserving. The Authentic Leadership Development Model
developed by Luthans and Avolio (2003) illustrates the linkage between ethical leadership
theories, positive organizational behavior, and transformational leadership. Figure 1
illustrates the model:

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Figure 1. Authentic Leadership Development Model (Luthans and Avolio, 2003).

Authentic leadership has a significant impact on work satisfaction, effective teams,
workplace engagement, and the financial performance of the organization. “A pattern of
leader behaviour that draws upon and promotes both positive psychological capacities and
a positive ethical climate, to foster greater self-awareness, an internalized moral
perspective, balanced processing of information, and relational transparency on the part of
leaders working with followers, fostering positive self-development.” - This definition of
an Authentic leader coined by Walumbwa, Avolio, Gardner, Wernsing, and Peterson
(2008) emphasize that the first step to becoming an authentic leader is to know thyself. From
a genuine understanding of our values, limitations, and strengths, one will be in a better
position to hear and integrate the perspectives of those they lead. It is said that such a leader
will be better able to weigh up decisions and take action in ways that align with their values
and those of the collective they represent. (Anna Söderlund & Josefine Wennerholm, 2021)

So, can Malavika Hegde be classified as an authentic leader? She is certainly one in the
making. In such a smouldering situation she did not cow down, back out, retreat into
oblivion or flee untraceable to another country but rather decided to take it by the horns
and deal with it. She understood the gravity of the problem but kept in mind her roots and
kept alive her husband's legacy. She continued with the same passion that was the hallmark
of her husband.
She took the help of professionals and spearheaded the team in strategizing the operations
of the business with the sole motive of repaying all the debts. She drafted a clear

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restructuring plan, obtained the cooperation of the same lenders and investors who had
issues with the operating style of her husband. She brought in a culture of transparency that
was missing earlier.
It truly required a huge backup of courage to stand up in front and give hope to the 25000
odd employees that all is not lost and rubbed off her positivity and optimism to her team
who reiterated the same resilience that she had in step by step repaying the debts but at the
same time keeping the business alive and continue in its revival journey.
She has done these with a sense of self-awareness as she did a thorough analysis of the
highs and lows of the business empire and learned to play to her strengths and that of her
company.
Her attitude of cost cutting but at the same time not increasing the cost of coffee to the
customers.
As an authentic leader, she has certainly qualified to lead the team of CDEL on the road to
recovery. Her commitment to pay off her debts and ethically convert a beleaguered run-
down company keeping in mind the futuristic changes indicates that she has all the
trappings of an Authentic Leader.
This case study helps in exploring the relationship between authentic leadership traits and
gender. Authentic leaders like Malavika Hegde have shown a positive impact on the
organization, its employees, and its stakeholders. Authenticity is a natural trait in women
who can steer through any situation with self-awareness, relational transparency, balanced
situational analysis, and a high level of internalized moral perspective, which are the
hallmarks of an authentic leader. This case study can furthermore be used to research
emerging leadership traits of Women Leaders.

REFERENCES

Anna Söderlund & Josefine Wennerholm. (2021). The Complexity of Authentic

Leadership—An interdisciplinary study with mixed methods about the relationship between
gender and authentic leadership [Master’s Programme in Industrial Management and
Innovation]. Uppsala University.
Arran Caza and Brad Jackson. (2011). Authentic leadership. Sage Handbook of Leadership.
https://libres.uncg.edu/ir/uncg/f/A_Caza_Authentic_Leadership_2011.pdf
Bridget Layne. (2021). Annamaya Kosha: The Outer Layer.
https://bridgetlayne.com/blog/annamaya-kosha-the-outer-layer
Cafe Coffee Day – Brand Strategy in India. (2010). https://www.casestudyinc.com/coffee-

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day-brand-strategy-
india/#:~:text=%E2%80%9CCCD%20today%20has%20become%20the%20largest%20y
outh%20aggregator%2C,Nagaraj%2C%20the%20Marketing%20president%20of%20Caf
e%20Coffee%20Day
Cafe Coffee Day on revival mode with business returning to outlets. (n.d.).
https://www.theweek.in/news/biz-tech/2020/12/08/cafe-coffee-day-on-revival-mode-
with-business-returning-to-outle.html
Cafe Coffee Day(CCD) Most Detailed Case Study | Owner VG Siddhartha. (n.d.).
https://lapaas.com/cafe-coffee-day-case-study/
Coffee Day Group ready with turnaround plan, await lenders’ nod. (n.d.).
https://www.pehalnews.in/coffee-day-group-ready-with-turnaround-plan-await-lenders-
nod/1072607/
Hit by pandemic, Cafe Coffee Day withdraws a lot of vending machines from customer
locations. (n.d.). https://indianexpress.com/article/business/companies/hit-by-pandemic-
cafe-coffee-day-withdraws-a-lot-of-vending-machines-from-customer-locations-7386061/
How Malavika Hegde revived Café Coffee Day after the tragic demise of her entrepreneur
husband. (n.d.). https://www.onmanorama.com/lifestyle/women/2022/01/17/how-
malavika-hegde-revived-cafe-coffee-day-after-tragic-demise-entrepreneur-husband.html
Jack Zenger and Joseph Folkman. (2019). Research: Women Score Higher Than Men in
Most Leadership Skills. Harvard Business Review. https://hbr.org/2019/06/research-
women-score-higher-than-men-in-most-leadership-skills
Luthans, F., & Avolio, B. (2003). Authentic Leadership Development. Tel Aviv: Berrett.
Koehler Publishers
Mahoney, T. (n.d.). Exploring Authentic Leadership: A Narrative Case Study. 150.
Malavika Hegde Life Story: How she became the CEO of Coffee Day Group? (n.d.).
https://www.newshour.press/business/malavika-hegde-life-story-how-she-became-the-
ceo-of-coffee-day-group/
Meet Malavika Hegde, From A Heartbroken Wife To Determined CEO Who Saved CCD
From Dying. (n.d.). https://www.indiatimes.com/trending/social-relevance/meet-
malavika-hegde-saved-cafe-coffee-day-from-dying-559161.html
Shares of Café Coffee Day hits upper circuit as the turnaround plan is being prepared by
the management. (n.d.). https://www.dsij.in/dsijarticledetail/shares-of-caf233-coffee-day-
hits-upper-circuit-as-the-turnaround-plan-is-being-prepared-by-the-management-20590
Sunshy Digital Media Agency. (2021). Top 20 Female Entrepreneurs and Their Success

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Stories. https://brigittebartley.com/press-%2B-media
The Economic Times. (2019, July 30). VG Siddhartha: The man who tasted success
through coffee. https://economictimes.indiatimes.com/industry/cons-products/food/vg-
siddhartha-the-man-who-tasted-success-through-coffee/articleshow/70443514.cms
Varad Kitey. (2022). Case Study on Café Coffee Day (CCD): The Renowned Coffee Chain.
https://startuptalky.com/cafe-coffee-day-case-study/
Walumbwa, F. O., Avolio, B. J., Wernsing, T. S., Gardner, W. L., & Peterson, S. J. (2008).
Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal
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When the beans got spilled: The tragic case of cafe coffee day. (2021). Emerald Emerging
Markets Case Studies, 11(3), 1–19. https://doi.org/10.1108/EEMCS-05-2020-0180

EXHIBITS

Exhibit 1: Diversification mantra of Siddhartha

(Source: Brickworks Ratings Paper, Jan 2019)

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Exhibit 2: Revenue from the various business wings of CDEL

(Source: CDEL)

Exhibit 3: The extent of accumulated debts of CDEL

(Source: CDEL)

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Exhibit 4: The share prices of CDEL post the death news of VG Siddhartha
(Source: NSE)

Exhibit 5: The share price of CDEL as of 31st January 2022

(Source: NSE)

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BOG Energies: Leadership drive towards organizational excellence and

sustainability
Sudhakar Rajendrana and Akanksha Jaiswala*
a
Loyola Institute of Business Administration, Chennai

Abstract

The case study highlights the journey of BOG Energies, a fictitious Oil and Gas Company
operating in the fossil fuel energy sector. BOG’s relentless focus on high-performance and
efficiency requires a constant scrutiny as organizations in the energy business have a paramount
responsibility towards the global climate change. The objective of this case study is to
accentuate BOG leadership’s need to establish a framework of Organizational Excellence
towards a green future. Leadership must drive the Organizational Excellence Framework
(OEF) with the prime focus of upholding a strategic commitment in achieving the set
target of Net Zero by 2050. This case study will highlight the leadership dilemma in
driving employee motivation, performance, and organizational excellence while striving
to achieve a sustainable future.

Keywords: Leadership, Energy, Sustainability, Net Zero

The Issue

As a small company BOG Energies had a simple organizational structure which could be
managed well. Routine operations were handled with ease through well-defined systems
and processes aligned with the organizational objectives. As BOG expanded both locally
and globally, there was a paradigm shift towards employing a responsible global
workforce that would actively support the company’s efforts towards meeting the
customer demands. Further, BOG needed a strategic focus on renewable energy, clean
energy initiatives, and waste-to-energy capabilities while aiming to become a market
leader in both domestic and international operations. With its increasing business
footprints, market competition, and dynamic energy industry environment, the leadership
at BOG Energies felt the need to build an integrated approach towards sustainability and
excellence. Thus, the question arose: What should the leadership at BOG Energies do to
elevate the company towards sustainability and excellence?

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BOG Background: Path to a Radiant outlook

In the early 1980s, BOG made a humble start in Kuwait in partnership with some Western
ventures to meet the increasing energy demands. The initial aim of the company was to
ramp up the production by providing expertise in business operations and collaborating
with other established companies. Once the operations started showing profitability, BOG
quickly adapted and understood the importance of imparting the professional management
process into the business to sustain amidst the volatile energy dynamics. The leadership
clearly inculcated the philosophy among employees that lessons from today’s challenges
would be crucial for tomorrow’s solution.
Due to its robust vision, mission, and values, the company has grown even during uncertain
economic conditions. In 2010, BOG transformed into a public-listed company with six
subsidiaries providing end-to-end solutions from exploration to the supply chain of refined
product distribution. In 2019, the company launched its IPO, the largest in the Middle East
region’s stock market. Its share offering attracted more than $10 billion and became the
largest company based on market capitalization. In BOG’s history, this milestone enhanced
the expansion and diversification, through raising cash from outside investors. BOG’s
success is demonstrated in its consistent growth rate (Figure 1).

Sticking to the core principles, BOG is constantly refocusing with emphasis on new
initiatives such as digitalization, carbon neutral products, and operational excellence
through Industrial revolution 4.0 (IR4.0) concepts. As time moved on, digital and physical
connections seemed more real, and progress became clearer with more tangible benefits.
BOG Leadership understood that the time is ripe for innovation and transformation. The
company has grown tremendously and is highly driven through a robust human capital. The
dedicated leadership has a central role in the organization's strategic growth and
development.

While most processes were robust and followed diligently across the company, there was
a pertinent need for an Organizational Excellence Framework to prioritize the investments
aligned towards energy transition. Globally, the energy sector was innovating for reducing
carbon footprints. Thus, the leadership at BOG Energies had to adapt a policy through
which the company could attain a sustainable growth in a pro-climatic way.

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Bygone path
Looking the pathway BOG travelled and transformed from a small operating company to
a publicly listed one, the vision was constantly reformed to attain organization excellence.
This was realized by enhancing and enriching the potential of the employee workforce and
granting opportunities for growth, well-being, and progression. During the initial years,
the leadership framework was not stout in terms of planning, delivery, and transformative
approach. Company management involved in all aspects of the business functions like
planning, organizing, staffing, directing, and controlling. There has been a continuous
effort to establish an internal framework of standards and processes intended to engage
and motivate employees to deliver with a goal to fulfill customer requirements within
business expectations. Leadership was very particular about tangible results, with
excellence principles and sustainable practices.

BOG’s functional groups particularly people group responsible for the Organizational
Development (OD) transitioned from managing a regional to a global organization with
multifaceted strategic rudiments namely, customer and market focus, knowledge
management, workforce management, process management, business results in terms of
sustainability, profitability, technology innovation and partnership investments. Further,
the 2008 financial crisis brought a negative impact on energy market, for instance, a steep
decline in oil price (the price of a barrel of crude oil dipped from $133.88 to $39.09 in less
than a year). During that unprecedented time, BOG overcame that situation by raising
capital. The need of organizational change by grabbing opportunities and thus emerging as
a different entity with vertical splits is adopted with strategic planning and related process
management. BOG formed six strategic business units, restructuring its organization to
further strengthen and create value.

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Figure 1. BOG revenue growth

Source: Company reports.
Note: Gross Revenue is in Million dollars.

Abe’s predicament
Abe Raj’s vision was always to be an entrepreneur and he joined BOG, 16 years ago as a
management trainee through the Youth Training Program (YTP). Being a positive and
diligent professional, he established himself with a unique style and focus. Fourteen years
into the Company, People and Organizational Development (OD) became his prominent
focus area. During his journey, he often realized or got feedback that the processes and
practices were not really streamlined and consistent. During the starting years, he did not
put enough attention, however, the people of his group and organization were highlighting
those lacunas, which made him anxious.
While he went for a Summit in Paris, he got a suggestion to read a book, Strategic
Management: Creating Competitive Advantages. This book was authored by Gregory G.
Dess, who provided a sound handling of conventional topics in strategic management as
well as through analysis of contemporary topics such as leadership strategies and assets,
entrepreneurship, workforce motivation, innovation, internet strategies, crowdsourcing,
environmental sustainability and more.
This book provided a great insight and he decided to impart the concepts and tweak the
BOG’s current organizational excellence framework, which was predominately based on
the proven leadership model of the six P’s (Refer figure 2). Without any further delay, he
started the task to make a visionary presentation to the company’s leadership team and
inspired them with a plan to execute a strategic road map for the company. Essentially, the
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crux of the program was to build and strengthen the organization’s foundation based on
BOG’s core strengths. As per Abe, the fundamental motives for the need of transition from
the framework based on Six P model to a newly modified framework were to align the
existing high-level model to a distinct and tangible model in terms of BOG’s leadership
focus. This strategic refocusing would not only help BOG achieve organizational results but
also help in achieving sustainability and excellence.

Figure 2. The Six Ps model Source: Reference [3].

Note: Six P model can support and deliver Organizational excellence

Building a team to drive Organizational Excellence

In the process of implementing the approved strategy, BOG’s leadership provided a go-
ahead in implementing a pilot project and identifying the areas of the current framework
which required attention. So, Abe could not get on this alone and hence he had to form a
team to take this forward at an organizational level and then come up with a plan for
execution.

Figure 3. Organizational Excellence Framework

Source: 2021-2022 Baldrige Excellence Framework

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Aniv, a veteran and multidimensional expert with BOG who had been with the engineering,
quality, operations, and strategic development division since the past 17 years, joined the
task force. He had shown considerable results in creating value addition, by bringing in new
measures in business’ focus towards customers and other external stakeholders. Once he
spearheaded in launching a new business unit for the downstream energy sector and bringing
in partnership investments. His growth within BOG was phenomenal as he was a pioneer in
making more profitable upstream (eg., oil exploration and production).
He also contributed to expanding valuable downstream sector (eg., refining and petroleum
derivatives) thereby generating advanced entry to growth markets and enhanced revenues.
His presence brings more professional excellence exhibiting characteristics and behavior,
such as respect for others, fair evaluation, and positive regard, which became a model for
the board, the staff, and the entire work force. He also possessed critical intelligence and
analytical expertise which he often engaged to resolve internal business matters. In addition,
he was genuinely recognized for his people skills and nurturing an environment which
greatly aids in work-life balance.
Amey, an intensive and vivid OD professional was recruited into BOG’s strategic leadership
team 4 years ago, was also inducted into the task force. He had an extensive experience in
the field of energy upstream, downstream including renewables. He is a brilliant orator who
can influence people, motivate the workforce and provide the urge to the employees to
constantly grow along with the organization through innovation and knowledge sharing.
Any kind of emerging technologies and initiatives to bring in value to business is
unanimously given to him and his remarkable team.
The P’s which needed redefinition, were Strategic Planning, People and Process. Abe along
with Aniv and Amey dived in deep towards restructuring the framework, which was
conceptually defined as shown in the Figure 3. The framework eventually become more
palpable helping to assess BOG's strengths and opportunities for improvement constantly
and facilitate in better positioning in order to accomplish the board's strategic targets,
recuperate the results, become more competitive and sustainable.
Strategy Roadmap
The survival of an organization would generally depend upon the compatibility between its
strategy and the type of environment it confronts. So, Abe’s team asked several questions
themselves as part of this evaluation activities, to come up with a rational solution. This
forms the fundamental approach for appraising the essential bases of an organization’s
strategy. There are several external and internal factors which can prevent organizations
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from realizing their yearly and long-term objectives. The external factors are mainly
competitors’ actions, fluctuations in demand, technology evolution, economic variations,
and demographic shifts. In addition, the internal factors are selection of ineffective strategies
or poor implementation of strategic activities. Sometime, the organizational objectives may
have been too optimistic. Therefore, failure to accomplish objectives may not be the
consequence of unsatisfactory effort by managers and employees. All organizational
members need to know this to embolden their support for strategy-evaluation activities. It is
vital that the organizations need to know as soon as possible when their strategies are not
effective. At times managers and employees on the front lines ascertain this well beforehand
the strategists. While defining the Organizational Excellence Framework, there shall be
substantial emphasis on the employee motivation focus embedded so that the leadership
strategies can be achieved.
While the organizational strategic goals are set, it becomes obvious that prevailing HR
process of BOG need parallel revisiting. BOG's management knows well that if the
employee workforce is not motivated to implement the formulated strategies, there is very
little chance of succeeding the set goals and objectives at the organizational level.
Furthermore, BOG started taking extensive corrective actions based on the evaluation
activity after reporting decline in revenues and profits due to market and external volatility,
consumer demand and unprecedented pandemic effect.
As an important action, the organization structure was revamped, and new Strategic
business units (SBUs) were introduced. SBUs aligned with dedicated Executive Vice-
Presidents (EVPs) and new renewables unit were formed. This was mainly because the
energy demand will continue to grow but cannot sustain, as there is global plan to
decelerate the fossil fuel consumption and adopt clean energy. However, the fossil fuel
will still be in subsistence as the downstream products like petrochemicals demand will
grow. Demographically, the energy demand will swing towards the Asian countries.

Figure 4. BOG’s SBU Organizational structure

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Introspecting the Situation

Abe briefed his Leadership committee and his EVP colleagues along with his team. There
was a general agreement among them that all businesses should be deliberated in the same
way while restructuring during the implementation of the framework. Profit and revenue
generating business units alone should not be given the required importance while
neglecting the service functions.
The performance metrics were defined at the organizational level, process level and work
unit level since the elements of creativity, innovation, productivity, competitiveness,
profitability, effectiveness and efficiency existed at all the levels. During the recent years,
BOG’s workforce performance exhibited a downward trend. Amey further added that,
It has been observed that the process of attracting, developing, and maintaining a
talented and energetic workforce is very much essential to support the organizational
mission, objectives, and strategies. Based on the feedback of the pulse survey recently
conducted, there are some alarming indicators as to, how are we going to fix them and keep
our greatest asset intact….?
After serious debate and discussion, there were three focus areas, which the management
unanimously voted to focus more on and align into the framework, namely, stress
management, work-life balance, and workforce motivation. This formed as basis for
strengthening the foundation towards executing the leadership strategy as per the refined
framework. This also aligned with the HR workforce focus which could result in superior
levels of commitment, ingenuity, and collaboration among the employees.
BOG adopted policies and to gain and sustain competitive advantage, it became also
progressively aware of the importance of maintaining and promoting employee well-being.
In the all-time more stressful work environment and competitive labor market, work force
engagement process is key for retention and performance. In addition, BOG operates in the
fast-moving and increasingly intricate environments. For this reason, constant innovation
and performance sustainable development of excellence is highly demanded on the
organization’s focus and its own employees.
Dilemma while eyeing for the future
In order to stretch the value of BOG’s resources all the way to the customers, there was a
need to review the Organizational Excellence Framework addressing the customer focus
too. In order to realize this, it warrants some fundamental changes to build a blueprint. Aniv,
having a plethora of experience in the energy field operations, enlightened the team with
his perspectives:
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It is clear that the future is not here…..are we ready to approach it with pragmatism?
How much and how do we need to invest for future demands?
During this pandemic battle, with global economy unusually uncertain, how can we have a
sustainable energy solution which would be pro-climate and pro-growth?
The leadership understood clearly as the energy industry paves a new strategy for the future,
digital is the lifeblood for companies. In order to own the space as part of the strategy road
map, a variety of new technologies such as the Internet of Things (IoT), Robotics, Cloud
computing, and Artificial Intelligence (AI) have to be imparted into the business model.
They are essential in fueling innovation thereby impacting BOG’s strategic-planning
decisions. In addition to the digitalization, BOG also believed that capital projects delivery
excellence will take them to the future accelerating the growth and value creation. With its
direct impact on changing core bottom lines and spark breakthrough efficiency, intelligent
automation also has emerged as an indisputable agent of change for the BOG’s value chain
and its end-to-end integration.
In terms of technology and innovation, it is vital that the process of Performetrics as part of
the framework needs to be revisited. This concept which is part of existing framework,
primarily focused in building performance metrics for work job functions with dash boards
and manage workforce performance. However, there was a gap in developing the required
priorities for opportunities for innovation. The speed and enthusiasm with which BOG had
adopted the tools of measurement and analysis during the last decade, steers to the
substantial ability to boost efficiency, build organizational capabilities, facilitate learning
and step up innovation in among global, technology-intensive firms which are fronting
constantly shifting business and operating situations. With new focus of digitalization and
AI-focused approaches, and the need to own the future space, the framework needs to be
augmented further as it can bring in potential and captivating prospects. Hence, BOG
craved to invest more in the design and implementation of tools and system embracing IT
based solutions.
This sheds some insight towards the requirement to redesign HR systems, embracing new
functioning procedures, new technologies with digitalization opportunities as the situation
changed under pandemic conditions (e.g. home office). These decisions can have either a
positive or negative impact on the organizational workforce. While these reforms change
the working conditions of employees it will also concern their well-being, work satisfaction
and motivation, their commitment level, and feelings of belongingness to the organization.
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Such decisions and changes also can influence the behavior of groups or departments via
group processes, such as organizational climate, leadership behavior or organizational
culture. Amey’s thought process already started to work on these use cases demonstrating
the benefits to have an easy roll out.

Figure 5. Organizational Excellence Framework (redefined)

Source: 2021-2022 Baldrige Excellence Framework

Going forward
With the redefined aspects to be covered under the framework as in Figure 5, Abe made up
his mind that his presentation for Leadership approval prior to roll out must also address
the most important critical challenge that most of the Oil and Gas companies are facing as
the entire world shifts towards clean energy. Abe ardently desires to defend the Company’s
position in the energy mix as he did during the recent Climate summit representing BOG.

This summit has got a plentiful participation from many energy industry leaders including
BOG as government officials, corporates and activists clashed over emission- cutback
targets, pledges and deals to preserve global temperature rises to a minimum at the climate
conference. Abe’s key takeaway from the summit is that BOG needs to maintain their
strategy by broadening their energy offering horizons and reducing carbon emissions while
also retaining supplies of hydrocarbons that are nonetheless profoundly relied upon. “The
bottom line is…..the argument is not nearly cutting off the fossil fuels, however, it’s about
the releases from them……”

So, building the stimulus approach needs to address in dealing the emissions and provide
the quality of life that BOG has provided to the customers and community. It needs to
address bringing in new partnerships and focus on restructuring with a new brand value.

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This can be realized through a strong and dynamic investment case in achieving pro-
climatic and pro-growth and thus BOG, as an organization can continue to be a role model
of sustainable development.
Despite the assiduous work of the task force, pilot study, and mindful managerial
deployment, the question remains will the Organizational Excellence Framework be
successful in elevating the company towards sustainability and excellence?
Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research,
authorship and/or publication of this article.

References

[1] 2021-2022 Baldrige Excellence Framework (Business/Nonprofit). Retrieved from

https://asq.org/quality-press/display-item?item=T1660

[2] Principles of Management by Dipak Kumar Bhattacharyya Copyright © 2012 Dorling

Kindersley (India) Pvt. Ltd

[3] Road to Excellence by David Mattson, CEO, Sandler training

[4] The Development of Knowledge Management in the Oil and Gas Industry
https://www.redalyc.org/articulo.oa?id=43328679006

[5] Strategic Management concepts and cases, Fred r. David, Forest r. David

[6] Rita Berger C.-Andreas Dalluege Hans-Werner Franz Editors Organizational

Excellence and Resilience - Stress Management as a Component of a Sustainable
Corporate Development Strategy

[7] Strategic Management: Creating Competitive Advantages 10th Edition by: Gregory
G. Dess, Alan Eisner, G.T. (Tom) Lumpkin, Gerry McNamara, Seung-Hyun Lee

[8] Jaiswal, A., C. J. Arun, and A. Varma. 2021. “Rebooting employees: Upskilling for
artificial intelligence in multinational corporations.” International Journal of Human
Resource Management 1-30.

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Sustainability In Transportation With E-Vehicles

N.Pradeep Kumar
Xavier Institute of Business Administration (XIBA), Palayamkottai, Tirunelveli

Abstract
Environment pollution level is arising. There is various factors influence on this pollution.
Transportation pollution is one among these. Most of the people use their own vehicle as
well as used the public and private transport. These vehicles are operated by the fuels which
release chemical emissions that will affect the air leads to pollution. Transportation is
unavoidable for everyone. The transportation activities can be done in low chemical
reactions will leads to less pollution. To reduce the pollution and to save the environment
electronic vehicles can be used. The awareness level about the E-vehicles is not up to the
level among the society.
Introduction
Transportation is a much needed one in our country. People want to move from one place
to another place they use this transportation. Transportation can be done in various ways.
In every place transportation plays a vital role. The people use the public as well as private
transport, at the same time they also have their owned vehicles. More number of
transportation can be creating some serious environmental issue because more vehicles are
not used in electrical vehicles and it was operated on the fuel.
Background
Nowadays more number of issues can be takes place in climate change. There are various
factors behind this climate change. The transportation which can be done through fuel also
may be one the factor for the climate change. Because if the vehicles are operated through
fuels, that will release the smoke which consists on various chemical components that will
be a tiny one and it is invisible that will mix in the air, if the people breathe that air that will
create health issues on the people and also that air will reflect on the environmental changes
as well the issues like high heat in the temperature, bad quality in the air etc. It can be done
by the fuel operated vehicles.
E-Vehicle Market
Electric vehicle means a vehicle which can be operated by the electricity as well as by the
battery. These vehicles will not be operated by the fuels. The e vehicle market in our nation
is in the infancy stage and it is estimated that it will be on ninety percent by the year 2030

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based on the compounded annual growth rate. More number of automobile companies eyed
on the e- vehicles. Some of them already launched their e-vehicles in the market.
Need and Problems in adopting E-Vehicles
The environmental issues are arising frequently in the nation as well as the world.
Nowadays the usage of fuel-based vehicles is in the high level. If these vehicles are used
that will affect the environment as well as the health of people. Instead of fuel vehicles the
e-vehicles can be used for the transport that will not have any impact on the environment.
More number of e vehicles is available in the market. But the people have some hesitation
on buying the e vehicles. Some of the reasons are
Recharging Station- The e vehicles can be operated only within the specified range that
means it will be operated within the stated kilometer. If the vehicle can be operated more
than that, the recharging stations can be available in all the places but now there are only
the selected recharging stations available in the places.
People awareness-The awareness level of the people about e vehicle is not up to the level.
The people have various thought like mileage, model, quality etc. By these reasons the
people are not shown their interest on buying the e vehicles.
High price-The price of the e vehicles are high in the market. Price plays the important
factor on the purchasing. As most of the people are in the middle level incomethey found
the prices are high for the e vehicle so they are not buy the e vehicles. Recently, the new
Ola electric scooters are priced in the range of Rs 99,999 to Rs 1, 29,999.
Rare technology in battery-The people want to ride their vehicles for long distance. In e-
vehicle the battery technology may be good the that will not be operated for long distance,
as the people look on this aspect, they are not shown their interest on the e vehicles.
Lack on the availability of products-Normally the people looks for various styles and
models for buying the vehicles. In this e vehicles only selected or limited models only
available in the market. As the people found that, only limited model only available they
will not focus on buying the e vehicles.
Solution
The challenges will be always in the market. But there are some ways to overcome these
challenges for the e vehicles. They are,
Boosting more recharging stations -Like fuel filling places there will be more recharging
stations can be implemented in the important areas for the e vehicles this will automatically
create a good image on the people and they can show their interest on buying the e vehicles.

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Reasonable price -More number of operating expenses lead to the high price for the e-
vehicle. The companies can charge some reasonable price for their e vehicles. These also
have a positive impact among the people and they will buy the e vehicle.
Special subsidy for e vehicle manufacturing- The government can provide special subsidy
to the manufactures of e vehicle. So more number of manufacturing will takes place and
the more e vehicles model will be available in the market.
Advanced technology in battery-The advanced level of battery for the e vehicle can be
definitely creating a positive mindset to the people and they will be interested in buying the
e vehicles.
Conclusion
The electric vehicle industry is a growing industry in our nation. The government takes
initiatives to produce more e vehicles. The automobile companies are aim to produce e-
vehicles and the government also ready for that practice. But the e-vehicle thought and
interest must arise from every people, and then only more number of people buys the e-
vehicles at the same time more number of sales will takes place that will lead to
manufacture of more e-vehicles. So the society, company and the government can jointly
work to implement the effective sustainability practices in transportation with the aid of e-
vehicles that will protect the people and also to save the environment.
Website References
Business Today. Retrieved January 20, 2022
fromhttps://www.businesstoday.in/latest/story/indias-ev-market-to-grow-by-90-to-touch-
150-billion-by-2030-report-314116-2021-12-01
Bureau of Energy Efficiency .Government of India. Ministry of Power. Retrieved January
20, 2022 from https://beeindia.gov.in/content/e-mobility
Hindustan Times.Retrieved January 20, 2022 from
https://auto.hindustantimes.com/auto/news/indias-roadmap-for-electric-vehicle-
challenges-and-advantages-41623322806083.html
Centre for Science and Environment. Retrieved January 20, 2022 from
https://www.cseindia.org/vehicular-technology-and-fuel-quality-why-must-india-
leapfrog-210
India Environmental Portal. Retrieved January 20, 2022 from
http://www.indiaenvironmentportal.org.in/files/file/Transportation%20Report%202021.p
df.

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Waste to Wealth (Circular Economy) Initiative in a Management

Institute: The case of Thermocol (Polystyrene) recycling in
Loyola Institute of Business Administration

Alagu Perumal Ramasamya*, Ramya K Prasada, Issac K Varghesea , A. Indirab

a
Loyola Institute of Business Administration, Chennai
b
Welingkar Institute of Management, Research and Development, Bangalore

Abstract

Circular Economy approach is essential to promote sustainable economic wellbeing of the

society. In this case, a team of faculty members from LIBA, in the General Management
section, are presenting their experience in recycling thermocol. Furnitures made out of
thermocol and carton boxes have been made as an effort to reuse the material (upcycling).
Clay and glue have also been the outcomes from the downcycled material. The exercise is
ongoing one and the work done so far is presented in this case.
“How wonderful it is that nobody needs to wait a single moment before starting to improve
the world”. – Anne Frank
“We sleep well at night being assured that we have cut no tree in our pursuit of adopting
zero waste lifestyle and aspiring Indian citizens to follow minimalistic living with
sustainable practices”, says Nitin Chordia 2017, CEO of Kocoatrait India Ltd.

Keywords: Circular Economy approach, Upcycling, Zero waste lifestyle, Sustainable

practices, Petrol, Polystyrene, Acetone.

Introduction

Thermocol, technically known as Polystyrene, is a petroleum product that is popularly used

in packaging. Thermocol does not biodegrade for hundreds of years, emit toxic gases on
burning and release toxic chemicals in the soil. Thus, Thermocol is bad for environment.
Yet thermocol production has not come down. Global production of the material stood at
15.61 Million MT in 2019 and it is forecasted to increase to 15.68 Million MT by 2024.
The appetite for thermocol is unlikely to come down soon given the thrust for economic
development and trade around the world. However, this need not come at a cost to the
environment. Promoting ways and means to recycle thermocol can cut down on the
negative impact on the environment.

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Problem Statement 1

Recycling Thermocol

Polystyrene can take several forms. This case involves thermocol and not other forms of
polystyrene (such as styrofoam). Thermocol is produced by heating Polystyrene beads to
high temperatures. Heating expands the beads and the final product comprise 95 percent
air rendering it highly suitable for packaging. However useful the material is, like most
other petroleum products, thermocol is nondegradable. Burning it is no solution as it
releases toxic chemicals into air. It also occupies a lot of space due to air. “As consumers,
we have so much power to change the world by just being careful in what we buy” -Emma
Watson.
Proposed solution 1: Upcycling
Since the material has a life of hundreds of years, it may be a good idea to find ways to use
it rather than discard it. Upcycling, also known as creative reuse, is the process of
transforming waste into useful products. In this process waste is returned as wealth, a key
aspect of Circular Economy approach.
Loyola Institution of Business Administration (LIBA), as part of the new building, has
recently bought plenty of televisions, computers, and other electronic equipment. This left
a lot of carton boxes and thermocol. The picture below is a fraction of the materials left
after the equipment were installed.

Upcycling Thermocol into furniture: Waste isn’t waste until we waste it!! In the new
building, in the faculty rooms, new worktables were provided. To add to the ambience, the
first author creatively set his room with attractive, thematic, sturdy and comfortable seating

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arrangements made out of carton boxes stuffed with thermocol. The process involved was
the breaking of thermocol sheets into small lumps and filling them tightly in carton boxes.
Then the sealed boxes were wrapped in lining cloth material.
Promoting the idea among colleagues
The efforts of this research soon fetched great appreciations among colleagues. Many
visited his room just to view the arrangement. A few even trial-tested the seats for its
sturdiness and confirmed its durability. In a place where moisture can be kept under control,
such thermocol made furniture would prove to be cost effective, weightless, portable and
attractive alternative. Visiting colleagues surprised with the easy portable arrangement of
the boxes of varied sizes and shapes which facilitated varied arrangements of the same
materials. Many enquiries poured in from the like-minded colleagues to adopt the idea and
replicate the same in their offices matching one’s own requirements. As a result, a mini-
sofa set with hand-rest, a diwan arrangement to engage visitors, an ice-cream sandwich
themed L shaped arrangement were innovated thus, the entire bay has turned its ambience
with sustainable furniture. All the materials were sourced from the discarded waste and was
used creatively to match one’s creativity.

Followed by informal visits by the Director and faculty, appreciation and support for the
initiative, there were some mixed perceptions about sitting over cartoon boxes. With
persistent interest from colleagues the process is still ongoing.

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Problem Statement 2

The support provided by the Director was essential for the faculty to adopt the idea in their
rooms. However, there were mixed signals and lack of awareness among a few staff. As
the old building needed to be handed over to the Society to which the premises belongs,
pressure mounted to vacate the old building. The raw materials that were being used for
the initiative, essentially waste thermocol and carton boxes, were being sold to a recycler.
The greatest threat to our planet is the belief that someone else will save it.

A request mail was sent to the Director to procure such materials and safeguard them till
such time they could be used constructively. However, since the old building was required
to be handed over immediately, storage of these materials became an issue. The space
required to keep the carton boxes and piles of thermocol was a huge constraint. The
contractor who took the boxes left the thermocol as it did not have any market value. He
claimed that the thermocol cannot be dumped anywhere in the city. The City Corporation
officials would levy a fine on anyone seen discarding them. Hence the thermocol in huge
quantity is still lying in the building.

Proposed solution 1: Need for Downcycling

Without carton boxes, furniture cannot be made. But there is plenty of thermocol left. To
deal with it, the authors researched on ways to reuse thermocol. Downcycling thermocol is
a practical option. Definitions of downcycling are varied representing the strength,

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economic value and the ingredients of the resulting product. Downcycling in the case of
thermocol, in the present case, leaves thermocol in the form of glue or white clay. The
advantage in the method is the volume of the output is drastically reduced to a negligible
fraction. In the method to form glue, petrol is used to dissolve thermocol. As much as 1000
cc of thermocol can dissolved in a few ml of petrol. The outcome is a super glue that was
effective.

On the other hand, Acetone, a common solvent used to remove nail polish, can be used to
dissolve thermocol. The resultant is a slime that solidifies on heating. A simple hair drier
will do the job. In 100 ml of Acetone as much as 13000 cc of thermocol can be dissolved.

Meeting the Expenses

The cost of carrying out the upcycling was met by individual faculty members. It did not
cost more than 1000 INR for anyone. However, the downcycling part was done by the
General Management faculty from their personal contributions, who are also the authors
of this case.
Student Involvement
The idea is currently being promoted among the students and the outcome will be studied
as part of future research.

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Further areas to research

This initiative has thrown up many interesting questions for one to explore:
What is the impact of attitudes of the faculty towards using recycled thermocol for
furniture?
In promoting the idea among colleagues, how personal relationships shape the outcome?
How can management involvement implement or influence such initiatives?
How to fund this initiative to make it bigger?
How to involve students in the initiative?
How to promote this idea to other institutions?
How to creatively use any further waste generated in the institution?
How to reduce waste in the institution?
To ascertain the cost benefit analysis in making the alternative furniture.

Recalling a few beautiful quotes on sustainability, “There is no such thing as ‘away’. When
we throw anything away it must go somewhere. We cannot solve our problems with the
same thinking we used when we created them. Sustainability is no longer about doing
less harm. It’s about doing more good. The best way to predict the future is to create it.
Sustainable development is the development that meets the needs of the present without
compromising the ability of future generations to meet their own needs. If you don’t like
the way the world is, you change it…one step at a time. We only get a handful of decades
on earth, we’d rather spend that time doing good than perpetuating bad”, we hope to
continue our efforts.

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Who moved my grocery, in 10 minutes? - A light on Indian dark stores

Mayukh Mukhopadhyaya*

a
VGSOM, IIT Kharagpur, Tata Consultancy Services

Abstract

The case explores the evolution of eCommerce into qCommerce (q for quick) in the context
of post pandemic online grocery sector in India. The case enables students to revisit
Hollander an McNair’s hypothesis on the wheel of retailing in the era of machine learning,
predictive analytics, and hyperlocal service using dark stores. Research methodology:The
case is derived from secondary sources, including publicly available reports and
information about various qCommerce platforms.

Case synopsis: The case begins with a brief introduction to the concept of dark stores and
where does it fit in the machinery of qCommerce. Then we try to understand why Indian
consumer are embracing this revolution in online delivery model. We then try to explore
how this idea of dark store started during the pandemic lockdown by a start-up Zepto run
by two Stanford dropout teenagers. We then try to understand what the big players in this
sector are trying in order to mitigate this innovative disruption. We also highlight three
specific problems related to human capital, sustainability, and consumer behaviour. We
end this case by summarizing the lessons learnt from these problems, how to resolve them,
and finally few recommendations on the projected future of hyper localization.

Complexity academic level: The case is written for management undergraduates enrolled
in a service marketing or supply chain course. As the case focus on India, it could also be
used in local entrepreneurship courses.

Keywords: Dark Store, Q-Commerce, D2C Model, eGrocery, Hyper localization

Introduction

The Covid-19 pandemic has shaken the economies and the human race across the world,
including India. However, it acted as a boon for eGrocery, where essential-focused e-
commerce platforms could safely provide the services and products at-home. During the
challenging Covid-19 lockdown period, Indian consumers organically resorted to ordering
groceries online, led by the safe and hygienic purchase experience provided by different
eGrocery platforms during these difficult times. During the period of April to June 2020,

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the eGrocery market was able to reach 1.6x Gross merchandise value (GMV) of January
2020. Post the lockdown, the Grocery sector was able to sustain the surge for the remaining
year and exited 2020 at almost 2x of January 2020 GMV.

Apart from the shift in consumer mindset, increase in adoption of online hyperlocals have
significantly contributed to the eGrocery sector. Consumable market mainly consisted of
three different consumer buying patterns - stock-up, top-up, and unplanned purchases.
While legacy eCommerce and offline Kirana stores catered to stock-up and too a small
extent top-up buying patterns, hyperlocal delivery specifically tried to address the
unplanned purchases. As depicted in exhibit 1, such consumers prefer value and quick
delivery and is not too much concerned about next big sale or discounts. For example, a
work-from-home dad who needs to change the diaper of her new-born child but has run out
of home supplies and is in midst of an important client call to spare even 10 minutes to the
nearest offline Kirana store. This was the inflection point which gave rise to the concept of
dark stores, a micro fulfilment warehouse that strategically stores around 2000 products
depending on the unplanned purchasing pattern of the immediate neighbourhood.

Background

On 24th March 2020, Prime Minister of India announced lockdown in whole country. Due
to which Aadit and Kaivalya got stuck into a flat in Mumbai. If they ordered grocery from
anywhere then delivery time was at least 2-3 days. This frustration gave birth to, "Kirana
Kart". Its model was very simple. Because most of the people were locked in their house
during covid and were unable to go out so Kirana kart would deliver groceries to such
houses. While running Kirana kart, slowly a pattern was observed. They saw that
whichever delivery got completed in 45 mins to 1 hour, repeat order of those customers
were placed 20% of the times. But the deliveries that completed in 20-30 minutes, return
order of those customers were placed 40% to 50% times. By regularly studying these
patterns for a month, Aadit & Kaivalya discovered a lot of things about Indian consumer
behaviour. And after that they shut down Kirana Kart and started Zepto. The namesake
was inspired by the smallest unit of time measured (i.e., 10-21) by a group of German
Scientist and published in the Science Magazine.

Other players like Big basket, Jio Mart, & even Amazon pantry had a common factor which
is, "Disloyal customers". If we use Grofers, then there is a high chance that we will be
using Big-Basket as well. In fact, we might be ordering our consumables someday from

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Jio Mart as well. Now question arises that why customers of these companies are not
loyal to them? So, the reason to this is a thing which is common in all these companies
which is, “Proposition of discounting”. Customers keep all the apps downloaded whether
it is Swiggy, Jio Mart, or big basket. But placed order from where they are getting most
discounts, as the time of deliver on these apps were almost similar that catered to top-up
and stock-up purchase patterns.

Zepto, on the other hand concentrated on the convenience and speed, rather than the
discounting aspect to create a disruptive niche of consumers. This was made possible by a
network of hyperlocal delivery using dark store. As introduced earlier, dark stores are small
functional spaces laid out like a supermarket or warehouses dedicated to fulfilling only
direct-to-customer online orders. These places are small, often 3000 to 4000 square feet,
and are fully automated. That is why they do not require even light to attract customers.
Hence the name, dark stores. These stores are closed to the public except for picking off by
delivery personnel.

Zepto uses three business strategies. As the first strategy, they study the buying pattern in
whichever area Zepto enters. They observe what people want to buy and what is the buying
frequency of people followed by the total spending power of the locality. As part of the
second strategy, they carry out, “Location engineering”. Whenever they enter a new area
then they analyse the traffic routes followed by checking the real estate prices of that area.
This helps them to estimate their average lead time even before they start delivering in that
area. After doing these two things, third thing is a dark store, which is opened on a
centralized location whose capacity is to serve all the customers within the radius of 3 kms.
In a particular area, where Swiggy instamart delivers to the houses in 30 minutes, Zepto
maintains a median time of 8 mins 47 seconds. Interesting thing is that the delivery boys
of both companies take the same 6-7 mins from the respective dark stores. So why is there
such a great difference in the delivery timing of both the companies? The answer to this
is hidden in PPB formula. And success of dark store model is also due to this formula only.
First P - Picking, which is very fast in all the stores of Zepto. In their dark stores, all the
employees have tablets. As and when orders are placed it comes to central hub. From that
hub the order reaches dark store. From there, it's given to the employees with the entire list
of things with their rack position and shortest route between the layouts are reflected on
their tablets using machine learning optimization algorithms. Then comes the second P -
Packing, all the items are collected & packed quickly. And third B - Bagging, as the

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delivery agent gets the order in hand agent needs to leave the warehouse. Zepto ensures
that the lead time of all three activities - picking, packing & bagging should be 60 seconds.
But the question arises that all these things can be done easily by Swiggy or Big basket as
well. Then how will Zepto compete with these deep funded companies? This answer
lies hidden in their third strategy whose name is, "Hyper focus". A thing is common in
all these companies Swiggy, Big basket, and Jio Mart - They all compete on price. Where
customers get most discounts, they like to order from there only. But Zepto is hyper
focused on speed. In fact, customer acquisition strategy of Zepto is a lot different from
the other companies. So how does Zepto acquire customers? To understand this, let us
imagine we are ordering for the first time from Zepto. Firstly, as an idealist, most of us will
oppose this idea and say why do we need a 10-minute grocery while thousands are dying
due to lack of 10-minute service of blood or ambulance. But we still end up giving it a try
as we will be promised a deep discount alongside first free delivery. After which whatever
we order, that will be delivered in next 10 mins to our house. Now we forget the discount
& we only remember the delight that our delivery was done in only 10 mins, and we
boastfully start posting over social media and LinkedIn. So, to acquire and retain a
customer, they would only have to cash-burn once or twice, to achieve the perpetual
delightful state of receiving an order within 10 minutes.

In other words, by hyper focusing on the customer delight aspect, hyperlocal platform like
Zepto is creating a psychological barrier of excellence which is much harder to overcome
rather than an easily penetrable transactional barrier by other players who rely on high
discounts.

Problem

There are three major problems which Zepto might be facing in upcoming times. First
problem will be the retainer strategy by deeply funded competitors. Companies like
Swiggy, Big basket & Grofers have very strong retainers. Like instamart of Swiggy and
BBDaily of Big basket. And if we talk of Grofers, then Grofers have already rebranded
itself to BlinkIt and started executing the 10-minute delivery model in large scale (refer
Exhibit 2 and 3). Acquiring & pulling customers will get more tougher for Zepto. Getting
acquired by one of these old players also remains a high probability. Even with a $100
million Series C fundraise, Zepto will face a cash crunch to retain customers as well as
delivery boys who will constantly be poached by rival companies with higher salary jump

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of up to 100%. Because all these older companies already have their strong retainers,
second threat will be – Economies of scale. Because the daily sales volume of Swiggy,
Big basket & BlinkIt is very high, they will be having more cash comparatively than Zepto.
This gives the power of cash discounts to these companies, i.e., they have so much cash
that they can purchase whole inventory on cash discounts. And as Zepto is a new player
so its purchase capacity is less than these companies. That give rise to the third threat of
“Price power maintenance”. Quick deliveries are very expensive & especially when there
are no delivery charges. Running low prices & speed simultaneously is quite tough. And
to be sustainable in such mode we need strong cash flow and of a lot of Venture Capital
funding.

Lessons Learnt and Proposed Solution

First lesson – Customers are loyal toward the value & not the brand. Any customer today
is attached with the value provided by the brand instead of the brand itself. As customer
is loyal to value provided by the brand instead of just the brand name, so that’s why
continuously improving value proposition is the only option left for companies like Zepto
to survive in market before it gets eventually acquired. Second lesson – Tapping the
untapped. In every market, every sector, every business something is always left
untapped. The logistics can be used for gifting, fast-fashion, or pharma industry. As Zepto
was able to untapped the want of people from their impatience. And lastly, sustainable
packaging can appeal to a lot of young generation consumers availing this service. A huge
amount of redundant plastic and cardboards gets wasted in packaging smaller quantity of
unplanned purchases. If the app provides points or badge for consumers who returns such
packaging in their next visit that goes back to the dark stores for recycled use, customer
stickiness can be increased with a sense of community.

Recommendations

A dozen different ultra-fast delivery companies at some stage will go under or be acquired
by their rivals. Finally and perhaps most significantly will the growth trend survive beyond
lockdowns? When people are working from home, they can place dark store orders
throughout the day but if they return to the office and orders become concentrated in the
evenings the business case may not add up as readily. Besides it’s easier for commuters to
pop into the corner store on their way home. It’s pretty clear however the dark stores are
here to stay. The irony is that if everyone decides it’s an attractive business, supermarkets

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and venture capitalists alike will continue to pile into the space and the ensuing price war
will mean it ceases to be an attractive business. It’ll be good for the consumer, but our
local Kirana might find that its lunch is being eaten by someone else.

As Hollander (1960) argues whether the hypothesis of wheel of retailing, coined by

McNair, is applicable to all retail areas, where the retail grows, matures, and dies due to a
new entrant, we see that in this era of machine learning and predictive analytics, the wheel
of retailing is not only valid, but adoption of technology squeezes up the lifetime of this
wheel. In simple words, during the older times of lesser developed technology, if a retail
concept aged in “man-years”, now a retail concept ages in “dog-years”. With the advent of
more sophisticated technology, it can be hypothesized that life cycle of newer retail
concepts, although more disruptive, will be become much smaller.

References

McArthur, E., Weaven, S., & Dant, R. (2016). The Evolution of Retailing. Journal of
Macromarketing, 36(3), 272–286. https://doi.org/10.1177/0276146715602529

The BNPL wave is rising. (2021, November 22). RedSeer.

https://redseer.com/newsletters/quick-commerce-instant-becoming-the-norm-in-delivery/

Dalmia, P. (2021, December 31). How does Zepto use data analytics to compete in
hyperlocal delivery? Medium. https://priyanka-dalmia.medium.com/how-does-zepto-use-
data-analytics-to-compete-in-hyperlocal-delivery-82638e7a72e5

Hollander, S. C. (1960). The Wheel of Retailing. Journal of Marketing, 25(1), 37.

https://doi.org/10.2307/1249121

Indian e-grocery market to touch $24 billion by 2025. (2021, March 10). Retrieved January
30, 2022, from www.consultancy.in website:
https://www.consultancy.in/news/3561/indian-e-grocery-market-to-touch-24-billion-by-
2025

The on-demand grocery delivery market heats up. (2020, August 31). RedSeer.
https://redseer.com/media/the-on-demand-grocery-delivery-market-heats-up/

Exhibits

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Exhibit 1: Transition of 1st Generation Commerce to 3rd Generation Q-Commerce

Exhibit 2: Order placed and Arrival time on BlinkIt

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Exhibit 3: Tax Invoice of BlinkIt - Dark Store pin code is very close to Consumer pin
code

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The Journey of an NGO - Smyrna

Roshandass Ramesh , Dilip Jasona, Benin Christa, Vannilana, Cathirine Joicea, Samuvel
a*

Gracesona, Praising Linijahb

a
PG Student, Management Studies, Karunya Institute of Technology and Sciences
b
Assistant Professor, Management Studies, Karunya Institute of Technology and Sciences
Abstract
The case study of Smyrna Fellowship Trust describes the initial growth of the
organization. The case emphasizes the development of the organization from one person’s
effort in the hills of Ooty and drives towards its expansion all around the regions of
Nilgiris. It outlines various methods by which the organization gained support for its
purposeful operations. The case study then indicatesthe obstacle faced by the organization
in terms of raising funds and the problem of unreachabilitydue to the Covid-19 pandemic.
We have outlined specific solutions regarding the problem faced by the trust. The
solutions are mainly categorized into three major aspects, namely self- sustaining
ecosystem (which the organization has implemented and has produced good results),
promotional measures, and the management change. These categories consist of various
methodsby which the solution can be derived for the problem mentioned in the case study.
The case studywill help you to understand the challenges and opportunities faced by an
NGO and how one can establish a system to overcome the barriers effectively.

Introduction
Smyrna Fellowship Trust is a well-established Non-Governmental Organization (NGO)
dedicated to helping the families and children of the under-privileged and it also aids the
people who have beenaffected by natural calamities. This Trust was founded in 1983 by
Mrs. Margit Stefansson, from Sweden, whose efforts were monumental in helping the
poor and the destitute of the Nilgiris. Sheprovided shelter, food, job opportunities and
education to the families and children. As a result, many families have been able to enjoy
happy and fulfilling lives. Smyrna has been able to benefitaround 10,000 children to attend
schools and colleges on a “year on year” basis. Overall, Smyrnahas benefitted more than
20,000 people to meet their basic requirements. These children come from single parent
families, children staying with grandparents, children of deceased parents or orphans who
have been staying with their guardians. The organization provides educational, medical
and basic amenities to help sponsored children. Smyrna also provides shelter and
employment to adults who are in need. The Trust is well equipped in the regions of Ooty,

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Kandal,Finger Post, Kotagiri, Coonoor, Mettupalayam, Moyar, Masinagudi, Pillur Dam,

Ponnani, BabusaLane, Muthorai, Money Lodge and Kullisollai, among others. Smyrna
Fellowship Trust have also been very active with supporting the Covid -19 affected
families helping them with provisions, vaccinations, house repair and in some cases
building of homes. The social projects initiated by Smyrna, provide housing for the
homeless, house repair, water connection, electricity and sanitation to many. They also
provide readily built toilets in schools and to the homes of our sponsored children.

Smyrna has also taken up many projects from the past which cater to the needs of the
under- privileged and also to create a self- sustaining ecosystem. Among their other
important projects, their “New World Centre” project- where they provide treatment for
physically and mentally challenged children and adults in the rehabilitation centre is to be
specifically emphasized. ‘New World’ is an extension of Smyrna Fellowship Trust for
rehabilitation and one of the most fully equipped centers in the District of Nilgiris. The
centre functions mostly for the poor and down- trodden people. The centre is dedicated to
improving the health, quality of life and to aid in reducingthe pain with most advanced
equipment. The centre specializes in physical rehabilitation of people who suffer from
disabilities and pain. It concentrates mostly on neurological issues along with people
facing Cardiac and Orthopedic difficulties. The centre was first started for the differently
abled children who were locked up in the roofs of the houses as the parents had to go out
to workfor safety reasons. As a result, the children became depressed and many of them
were not trained to use their motor skills and were dependent for most of their basic needs.
On average 40 patients are treated every year. The centre spends Rs1000 per patient for
food, treatment and transport.

The Trust also provides educational support to help the young patients to cope up and
become independent. Not only that, but they also give vocational training to help them.
They also provide helpfor surgeries and post-surgery rehabilitation and are spending more
than Rs.14,000 per month forthe supply of free medicines to support the needy. Their old
age home “Smyrna Shelter”, where they house the elderly who have no place to stay and
provide provisions to more than 50 elderly women who are abandoned by their families
in Ooty and regions in and around, and beyond.

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Background
Mrs. Margit with her family moved to India in 1983 owing to the ethnic war that broke
out on theisland. Called to serve the poor in wider horizons they arrived in Tamil Nadu
situated in South India and made their home in a small hill town, Ootacamund. Here they
found several needy people who were in need and found so many children wandering
around the streets without going to schools. These were some of the very first people that
Mrs. Margit helped. Along with this work she thought of helping these poor children in
their education to change their lives and with that
notion Smyrna Home was born and was
evidently run by Smyrna Fellowship Trust,
India. She also helped the destitute widows
in training them in knitting centres,
confectionary and bakery items. She also
started a school for the underprivileged
children who were going through financial
hardships and also for the ones who were
unable to attend school due to natural and
unnatural reasons. She wrote to some of her
friends about her prevailing situation of
the needypeople.

One of her friends Lars Jormeous helped her to buy St.Patrick’s building along with 6.5
acre of land, So the activities shifted to this campus which coinedthe title “Smyrna Home”,
The work she had done for the leapers had begun as the “NEW WORLDCENTRE” for the
mentally and physically challenged. This became a registered public Trust on premises of
six and half acres campus at 11 RK Puram, Bishop’s Down, at Ootacamund. Now the
organisation focuses on uplifting the lives of poor and needy turned into children in the
Nilgiris district. The prime concern of the trust is to give these children a solid foundation
and a good startto their lives. Therefore, the trust undertakes to sponsor their educational
expenses, thereby helpingtheir families too. All donations to Smyrna are exempted from
income tax under clause 80G of theIndian Government. Smyrna Guest House, set up by a
British couple, is a refurbished colonial property set on a quiet hilltop, half a mile from
the Ooty bus & train stations. Income generated from the guest house will be given to

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Smyrna Fellowship Trust. In this way, Smyrna attempts to raise funds using their assets
which were bought by the early founder of the organization. There isample space on the
land to conduct events and functions with the consideration of the Trust.

Problems
The prominent source of financial support is from Mrs. Margit and her friends. The funds
for the Trust were done through people who were mainly residing in the countries of the
UK, US, Swedenand Germany. Although there were Indian sponsors, they were less in
number when compared to the foreign sponsors. Each family or an individual who
sponsored were called as sponsor parents to the particular child or the group of children
whom they were sponsoring. The growth of the sponsors was at its peak between the years
of 2010 to 2015. As the years went by i.e. from 2016 onwards, the organization noticed a
gradual drop in the number of existing sponsors. Not only was there a reduction in the
existing sponsors but also there was a difficulty for the organisation to findnew sponsors
abroad.
Not only did the Covid-19 pandemic lead to a fall in the world economy, but it also
brought a sudden drop in the number of sponsors to almost all the NGOs. During this
period people had to face many restrictions in their day to day life. The closure of
industries, factories and commercial establishments made a huge impact on people's
income as well as their expenses. People had to plan their funds with the closed-fists before
spending their earnings. Due to the lockdown, not onlythe employees but also employers
of well established companies had to incur huge losses. These circumstances are not
favourable for the business organisation or common people to give donationsto the NGOs.
As a result, Smyrna trust had to face shortage of funds which limited their activities and
projects. Due to the pandemic, there was a steep decline in the number of tourists visiting
Ooty, due to there was a slack in the bookings of Smyrna guesthouse. This ultimately
resulted in the shortage of funds.

Proposed solution
Being an NGO, the organisation has to raise funds for helping people who are in need, by
providingthem with the basic necessities, and also to develop a suitable environment for
the trust to function and withhold the people. Creating a suitable environment, the
organisation spends for essential facilities such as water supply, electricity, etc. Here, the
organisation took a leap by using renewable resources to cater the needs of developing a

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self-sustainable environment.
Developing a self-sustaining ecosystem
After realizing that the trust would be able to serve itself by using renewable resources,
Smyrna created an ecosystem where every building is connected to solar systems which
provides lighting to the campus. To cater the needs of water, Smyrna came up with an
idea to build a 50,000 litre water tank to store rainwater. Not only this, but the Trust also
took an initiative to utilise their land and decided to have a garden whichprovides organic
fruits and vegetables. The water stored in thetanks was later used to irrigate the garden
and support the organic farming projects in the campus. TheSmyrna property is now a
home to anumber of old, rare species of trees.

They also generate their own funds by selling their organic vegetables and fruits
produced in their gardens. Smyrna generates a reasonable income by selling tree saplings.
Not only this, but the trust planted an organic tea garden and the leaves were sold in bulk
to the tea factories. Building a chicken coop was another intelligent move done by the
managing trustee, Mr.Samuel Prabhakar, which also gave good results. The Trust also
has its own bakery (initiated by Mrs. Margit), canteen and a grocery store. The proceeds
were entirely used for the upbringing of Smyrna.
There was an initiative taken by the members of the trust to raise funds by making
handmade and recyclable products like envelopes, greeting cards, photo albums,
keychains, coasters, etc. Not only these but they also started knitting and produced clothes
such as caps, sweaters and mufflers.Smyrna guesthouse was another way of giving rise
to funds. In this way, the Trust developed a way to provide for themselves the
necessities, by means of using their land and the members of the organisation effectively.

Recommendations
Despite the organisation’s effort to create a self-sustaining ecosystem, there are specific

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ways through which the trust would make better financial yield. Now, behind the
problems faced by the trust, the organisation's underlying reasons, which if dealt
effectively, can lead to a proper flow of funds for the Trust to carry on its functions
effectively. The two segments where the organisationcould improvise to drive in more
financial support are:
Promotional Measures
There would be an increase in the graph of sponsors only when people and organisations
get to know about the Trust. For this to happen, the management must implement
effective promotional strategies to increase the visibility of the Trust. This can be
achieved through many ways. One of the methods would be using their products and
services as a means to increase the visibility of their organisation. The sponsors could be
provided with souvenirs such as T- shirts, keychains, fridge magnets with the imprint of
the logo of Smyrna which acts as a sign of gratitude.
One of the main sources of revenue for the Trust is the Smyrna Homestay. There can be
a way ofgenerating income by providing coupons for their stay at the guest house. And
the people who sponsored for the children were given an offer of a discount of 20% if
they choose to use the homestay amenity available by Smyrna. Hence, this action drives
in more sponsors through existing sponsors. Creating awareness is a part of the
organisation to make more sponsors. Giving away special discounts for people of the IT
Industry, schools and institutions as a gratitude for their donation would help Smyrna to
get more attention towards itself. They can make improvisations for other people to shop
things like- strawberries, chocolates, artworks that are made and cultivatedby the people
in Smyrna to be sold physically in their store and also reach out to a lot of other people
through an online website.

As we know the organisations are facing the problem of finding new sponsors and also
the earliersponsors are getting old, to solve this issue we can create a connection between
the sponsors' families, relatives and the organisations. This can be done by having
meetings, cultural events, conducted by the organisations by inviting the earlier
sponsored families, their children, their relatives which can be conducted quarterly, half
yearly or annually. This will make sure the upcoming generation is aware about the
organisation and also the kind of help they have been doing for the society. Online
campaigns can help Smyrna to raise the funds they are in need of. Smyrna can run ads
on social media platforms with the title “Adopt a child” which includes the story of a

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child. It inspires the audience to adopt a child and to bear all the expenses of the child. A
good story of the cause can be included and a minimal donation can be asked for. For
instance-“You can be a parent to this orphan child just by donating Rs. 500 per month”.

By approaching the CSR (Corporate Social Responsibility) cell along with the causal
proposal ofthe Trust. Any large corporation has a separate team which is responsible to
handle at least 2% CSR Funds of the company's net profit. Donations to NGOs provide
tax exemption to companiesthus this opportunity can be used to obtain some financial
help. Anyhow, corporates consider thisas a win-win due to the presence of Section 80G
of the Income Tax Act which states sponsors (Individuals/ Corporates/ Any donor) get
50% income tax exemptions under the section.

Management Change
There has been a stigma associated when it comes to an NGO, stating that the majority of
funds isbeing utilised by the management for their personal benefits rather than utilising
it for the progression of the NGO. This Stigma creates an aversion for people while
sponsoring for an NGO.To tackle this, the trust can emerge to be financially transparent.
When people can actually see where their donations are going, they will be assured
knowing that their funds are being used for the right purpose, provided the organisation
uses it effectively. This method is absent in most of the NGOs which actually dilutes the
purpose with which the organisation initially started. The impact of Covid-19 has been
devastating, which eventually makes us suspect the uncertainties of what the future holds.
This concern must be reflected in the precautions we take for the protection of the
organisation. One way of guarding the safety of the NGO can be, having a sufficient
amountof reserve fund. This allocation of funds will help the NGO to face the uncertainty
that unfolds in the days to come. There has been a debate as to how much reserves an
NGO should have. This clearly depends on the capacity and the scope of the organisation.

Reference
Lango, B. (2020, May 1). Introduction to Ngo management compiled lecture notes.
ResearchGate.https://smyrna.org.in/

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CASE STUDY: INDIAN EDTECH INDUSTRY GROWTH AND

CHALLENGES DURING COVID 19.
R.Bargavia*, Kavitha Shanmugamb
a
Research Scholar, SRM Institute of Science and Technology (SRMIST), Chennai
Associate Professor, SRM Institute of Science and Technology (SRMIST), Chennai

Abstract
This case study is geared toward exploring the growth of the EdTech industry, which has
delivered new and rising trends within the subject of education, especially Online learning
has been created clearly through imaged, amped videotape, and audio classes for grades
4th to 12th Class, in particular for mathematics and understanding subjects. It conjointly
extends its guides for CAT, JEE, NEET, and online diploma courses for college students.
This paper explores various private companies that are contributing to the education sector
with the help of technology. Also, various innovative ways are used in the education sector.
This paper shows the highlight of the event of EdTech start-ups through pandemic and
recommendation and. Finally, it discusses the challenges faced by the teachers and the
students in the e-learning process.
Keywords: Edtech, Startup, Covid-19, Edtech market growth.

Introduction:

Edtech's Indian journey started in 2004 with the emergence of satellite education and smart
classrooms. 2008 saw the begin of online getting to know, with players like Extramarks
Khan Academy venturing into offering online schooling (Investopedia 2020). "Internet,
mobile technologies and devices, big data analytics, artificial intelligence, digitally
delivered services and applications" - are evolving the production and marketing of Ed
technology in a modern way, EdtechStartup, established in India in 2011, as an online
market that allows parents to seek and find tutors of trust, trained and experienced in their
region (Kellow, 2018). It aims to make parents "easier to live by providing safe and efficient
educational services. The company has 45 employees and operates mainly in the main
major metropolitan areas of India: North India and South India . The company has more
than 2,000 profiles of trained and reliable and reliable tutors who have been verified and
have received assessments and reviews of previous clients. Based on the tutor's appropriate

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location, age group, experience, and language, parents get to choose from this wide range
of profiles(Sullivan et al., 2019)."The goal of society is to create experiences that promote
children's growth and development and provide a safe environment for children and the
team of instructors similar to a domestic environment. "EdtechStartup" has demonstrated
its potential as a successful application with significant growth (300%) in the number of
paying customers in 2019 after Venture algebra has invested $ 500,000 in their mobile
application. The Indian Ed-Tech industry achieved this success by deploying simple
technological tools to take advantage of the sciences of technology on marketing and
capitalization of its knowledge of its customers. As per the recent population census survey,
nearly 580 million Indians are between 5-24 years of age, with about 250 million currently
enrolled in schools. The nationwide pandemic arising from the rapid spread of COVID-19
has been one of the most significant challenges to education in a long time. In March of
2020, essentially all education in the United States moved to be entirely online.This means
that about 36 percent of India’s population is young and learning.That’s a massive market
for the education sector to leverage and grow. Like any other sector, the education sector
has also seen an online transformation post COVID(Amiel & Reeves, 2008). However, by
2026 the online education industry will grow by 11.6 billion. This proves that the EdTech
revolution is not a temporary adjustment but a permanent solution. Choosing a successful
enterprise version inside the conditions of growing competition, the growth of central
international startups, accelerating technological improvement, and converting users’
habits turns into even extra applicable (Tauson & Stannard, 2018). All around the globe,
the schooling sector is considered using buyers to be one of the most appealing and
promising for business. Compared to other IT industry regions, the web education market
is at an early stage of its improvement. It occupies less than 4% of the total educational
marketplace, collectively with the diagnosed.

RESEARCH METHODOLOGY

The present study has adopted the explanatory and descriptive research method by using
secondary data from various relevant published sources in the industry. We have gone
through several interview videos and webinar contents from the EdTech industry
published/broadcast in different social media and content platforms to derive insights into
our study.

50
 CDC-GM-160

Background Of Ed Tech Development Software, Customer Knowledge Management

For Effective CRM In Ed Tech Starts Up:

An "Ed-Tech Startup" uses multiple tools and systems to keep track of customer
knowledge and improve CRM effectiveness. Zoho CRM is one of these tools, which
gathers customer feedback and identifies problems or complaints. It's very important in the
management of complaints. Mix Panel was mainly used to track customers' transactions
and interactions through the mobile website and the mobile application and to analyze the
customers(Zailani, 2016). Zoho CRM was used to convert leads, boost sales, increase
customer acquisition, and effectively manage customer information. By using survey forms
and in-app tests, these data are then used to build customized reports and measure customer
engagement.

"India" uses Mix Panel primarily for offer management, lead management, and campaign
management. In addition, Tableau was used for data visualization to provide easy and fast
access to data. “Indian” used it for data analysis and translating this data into an
understandable format in the form of worksheets and dashboards(Renz et al., 2020).

Separated information was then saved and divided among various offices in Google sheets
and records on Google Drive. For "India," Google Dashboards was a satisfactory device to
help dealing with the business processes between different offices and overseeing input and
worries from clients. To assist with bettering CRM, Slack was utilized for simple and
smooth inward correspondence among divisions and to share client information. Besides,
just a single data framework was utilized in Google sheets and records on Google Drive.
Both incorporate the outcomes and reports extricated from the recently referenced IT
devices, divided among all divisions, and effectively got to. This data framework works
with the information stream between various divisions and speeds up their work, prompting
a viable CRM process. Information mining and information investigation are reasonable
KM procedures that help the KM cycle for workers and give the CRM processes exact,
clear, and coordinated reports and diagrams. In this way, "India" use of logical devices, for
example, Blend Board and Scene help in following got demands (Offer administration),
transformation rate (Lead the executives), customers‟ commitment and criticism (Mission
the board)(World Bank Group, 2020). Through information mining they accumulate the
customers‟ input and audits on the application to remain fair and square of fulfilment for
every particular assistance and make prompt therapeutic moves. Additionally, those KM

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strategies assist the representatives with get-together coordinated data and experiences
from the customers‟ exchange history, so their client information is improved and met
satisfactorily. The devices empower the information investigation cycle and improve the
CKM, coming to a viable CRM that keeps up with long term associations with clients.

Overview - Indian EdTech Industry:

The Indian EdTech industry was esteemed at US$ 750 million out of 2020 and is relied
upon to arrive at US$ 4 billion by 2025 at a CAGR of 39.77%(Cukurova et al., 2019). This
development is driven by the rising interest in non-scholarly courses from level II and III
urban communities and the requirement for personalization in the EdTech space. Out of the
projected market worth of US$ 4 billion, US$ 1.5 billion will zero in on K-12 (Kindergarten
to Class 12), after-school central, and pre-preparational courses.

Edtech Capital Focused On Start-Ups

Indian EdTechstartup raised over $1.43 billion in 100 deals in 2020. The disruption caused
by the COVID-19 pandemicand subsequent closures has forced both parents and
educational institutions to implementlearning technology solutions, making EdTech the
most funded sector in the country. Byju took the top spot with 57% of the total funds raised,
followed by Unacademy (10.5%) and Vedantu (9.5%).

Since 2020, four EdTechstartups in India have turned into unicorns (Unacademy, UpGrad,
Eruditus,Vedantu), and one has turned into Tenhorn (Byju`s). A unicorn is a company with
an enterprise value of more than $1 billion and a deacon enterprise value of more than $10
billion.

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EDTECH CAPITAL FOCUSED ON START-UPS

57.5

22.5
10.5 9.5

Byju’s Unacademy Vedantu Other Edtech

apps

Private participation changing the 'course' of higher education too

Demand for institutions providing higher education has been growing rapidly. However, as
public institutions are falling short of demand, private sector participation in this segment
has increased considerably over the years. Change in ownership composition of higher
education institution

Source: MHRD

Essentially, it is assessed that more than 90% of the 4,500-5,000 business colleges are
overseen by the private area. The rise of private establishments varies among states,
contingent on the express government's support. Henceforth, the portion of private

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establishments in this section goes from almost 100 percent in certain states to 25% in
others.

Going ahead, notwithstanding the conventional instruction fragment, interest for casual
training and auxiliary portions additionally present critical learning experiences. Private
players working either in one or a blend of these sections will become quicker.

Government drives driving the Indian EdTech industry:

The Indian EdTech industry is relied upon to be more strategy well disposed of in the
impending long time because of rising government interest. The Public Schooling Strategy
2020 accentuated the significance of utilizing innovation in training arrangements and
upheldinclining content in local dialects, calling it a high need.

Post Covid-19 Influence On The Edtech Market: As increase in the region is probably
to say no within the destiny, the variety of users might not drop as they have got already
invested in virtual tools which includes smartphones or laptops to get right of entry to on-
line learning courses. In a Forbes India article in 2021, Arjun Mohan, CEO of the upgrade,
India, said, “COVID-19 allowed the tech area to provider clients who had by no means
used such structures before. If their experience changed into true, they stick on.”

Problem:

What are the most common educational technology challenges faced by most startups?
Change resistance Education is the oldest field that has been stationary for a long time. On
the other hand, the field is enthusiastic about innovation and upgrades, striving to ensure
that teachers and students enjoy the learning process. On the other hand, there is also
resistance from the government and teachers. Many schools and universities are skeptical
of the technology.

Proposed Solution: To successfully deliver an educational technology solution, you need

to know and understand the industries from A to Z. To communicate the importance of
technology adoption to hesitant decision-makers, education technology start-ups need to be
aware of all the issues in the sector, including teachers, non-education staff, students, and
educators... The main goal of Indian education start-ups are to demonstrate the actual value
of a service or product. What problems will be solved, what kind of support will be
provided, how cost-effective will be improved and costs will be reduced, and how will it

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affect the learning process? Change is always tricky, but pioneers will benefit more than
others.

Recommendations:

Poor advanced framework is the vital test in India for increasing dynamic utilization of
innovation in training. Just 8% of Indian families with youthful individuals have both a PC
and a web association. Regardless of whether there is access, given the expense related
with Edtech items, it is hard for lower and lower-center pay families to bear the monetary
weight. Tragically, there is no significant monetary designation from government on
reinforcing the computerized base.

On the inventory side, insufficient confirmations are accessible with regards to the results
asserted by Edtech new businesses. The presentation of Edtech organizations is assessed to
a great extent from statistical surveying and the quantity of clients, rather than any approval
of instructive results. Furthermore, the internet based schooling being conferred by the ed-
tech firms miss a quality check. The substance presented by numerous individuals of them
are either not instructively sound or not setting explicit. Absence of reasonable vernacular
substance additionally restricts clients.

Without making a helpful learning environment, the drive for Edtech is by all accounts
ideal for a specific segment of understudies approaching, moderateness and adaptability in
picking choices. The expanded arrangement consideration towards dynamic utilization of
innovation in training, and simultaneously dreary strategy reaction towards existing
computerized separation may move the objective of 'all inclusive admittance to schooling'
further.

Conclusion: The Education sector is booming across the world. Many changes took place
in the education sector even before the pandemic. The problem arises where the education
industry has to go along whatever the condition. So it triggered all the companies in
association with the education sector to speed up the process. Many challenges are faced
by the teachers and the students while implementing online education. Still, considering
the future scenario, everyone involved in the education sector will understand and try to
adapt to the new education system with the help of technology.

References

Amiel, T., & Reeves, T. C. (2008). Design-based research and educational technology:

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Rethinking technology and the research agenda. Educational Technology and Society,
11(4), 29–40.

Cukurova, M., Luckin, R., & Clark-Wilson, A. (2019). Creating the golden triangle of
evidence-informed education technology with EDUCATE. British Journal of Educational
Technology, 50(2), 490–504. https://doi.org/10.1111/bjet.12727

Kellow, J.-M. (2018). Title of Issue / section : Volume 23 , Issue 2 , 2018 of Education
Digital Technologies in the New Zealand Curriculum. 23(2).
https://doi.org/10.15663/wje.v23i2.657.To

Renz, A., Krishnaraja, S., & Schildhauer, T. (2020). A new dynamic for EdTech in the age
of pandemics A new dynamic for EdTech in the age of pandemics. Special Call for
Contributions on Crisis-Driven Innovation ISPIM 2020, June, 1–12.

Sullivan, R. (Robin), Fulcher-Rood, K., Kruger, J., Sipley, G., & van Putten, C. (2019).
Emerging Technologies for Lifelong Learning and Success: A MOOC for Everyone.
Journal of Educational Technology Systems, 47(3), 318–336.
https://doi.org/10.1177/0047239518821065

Tauson, M., & Stannard, L. (2018). Edtech For Learning In Emergencies And Displaced
Settings. 1–75.

World Bank Group. (2020). Remote Learning and COVID-19 EdTech Knowledge Pack on
Remote Learning response to COVID-19. 16.

Zailani, S. (2016). Bridging the edtech evidence gap Melanie Rose Nova King Centre for
Engineering and Design Education, Loughborough University, Loughborough, UK Steve
J. Rothberg School of Mechanical and Manufacturing Engineering, Loughborough
University, Loughborough, UK,. Journal of Systems and Information Technology, 18(1),
18–40.

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TRANSFORMATION OF INDIAN RETAIL LANDSCAPE AND THE

WAY-FORWARD

W Joshuaa, Clement Vivian Sb, D Jhansia*

a
Madras Christian College (Autonomous), Tambaram, Chennai,
b
Department of Commerce, St. Claret College, Bengaluru

ABSTRACT

Learning outcomes

Analysing the potential strategies that various types of retailers throughout the Indian retail
industry might employ to endure the evolution of India's retailing business.

Case overview/synopsis

This case provides an overview of India's retailing landscape. Currently, Amazon and
Flipkart dominate the e-commerce sector with new tactics and innovation; however, with
the prospective entry of Reliance Retail in the e-commerce arena, the Indian retail industry
is projected to experience major transformation. The case brings out the strategies that can
be adopted by Amazon, Reliance Retail, Flipkart, traditional retailers, and any new entrant
to survive in the evolving competition in the Indian retail sector. Multiple waves of Covid-
19 pandemic and lockdowns have already hammered India's traditional brick and mortar
retail stores, and the shift to e-retailing will add to their burden. This case study provides
promising opportunities for brick and mortar stores to survive future renovations and
continue to be a major force in the Indian retail sector.

INTRODUCTION:

E-commerce is the fastest-growing channel, with a one-trillion-dollar expansion forecasted

by 2025. (Forbes, 2021) Amidst COVID-19 challenges India's e-commerce market has
increased by 5%, with sales valued at US$ 56.6 billion in 2021 (NASSCOM) Among the
e-retailing firms in India Amazon and Flipkart dominate the Indian market. Jeff Bezos, a
computer science and electrical engineering graduate and investment banker by profession,
founded Amazon, the global e-commerce colossus, in 1994. Following his resignation as
an investment banker, Bezos founded Amazon, which began as an online bookseller and
diversified into different operations and has now expanded to become the world's most
successful online store (Majed et al., 2018) Amazon retails a wide variety of products

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across multiple consumer segments at competitive prices (Jindal et al., 2021) Amazon
entered the Indian market in 2012 through Junglee.com, one of its subsidiaries. Amazon
was faced with challenges and promising opportunities in the Indian market. With a billion
people, India had the highest population of young people under 35 years of age, as well as
experiencing an increase in the standard of living post the globalization of the market. The
use of cell phones among the Indian population was constantly improving as a result of the
wider range of phones available at various price levels. In the early days of their entry to
the Indian market, Amazon faced numerous challenges, including the fact that 67 percent
of the population lived in rural areas and only around 35 percent of the population had
access to the Internet. In addition, India had a strict FDI policy that prohibited foreign multi-
brand retailers from selling directly to customers (Harvard Business Review, 2016).
Amazon employed a marketplace model for their retailing business, in which third-party
retailers ship their products to Amazon's warehouse and Amazon delivers them to
customers (BBC,2013) Think Globally, Act Locally has always been a key component of
Amazon's Indian strategy. It had tailored its services depending upon the needs of Indian
customers. Amazon has deployed certain exclusive strategies like motorbike delivery
centers, cash-on-delivery payment options, Kirana Now (to bring local businesses online),
Amazon pickup (chosen pickup places for package delivery) along with other innovations
for the Indian market. (Fortune Magazine, 2015) Amazon has invested its time and cost in
R&D to better understand its clients and developed a slimmed-down version of its app to
meet slower network rates in India. (Forbes,2018) As a reward for all its efforts, Amazon
has risen to a peak of glory in India within a short period, destroying its competitors. The
recent development in E-retailing is the potential entry of Reliance Retail in the competitive
market. Reliance Industries is a retail powerhouse attempting to dethrone Amazon in India.
It is India's most profitable firm and the country's tenth-largest employer. Reliance
Industries Limited is a conglomerate corporation founded by Dhirubhai Ambani in 1973.
Energy, petrochemicals, natural gas, retail, telecommunications, mass media, and textiles
are among their businesses. This case study aims to evaluate Amazon's current challenges
in India and how they might remain competitive in the Indian market. Also highlighted in
detail are the techniques that other Indian stalwarts, such as Reliance, Flipkart, and Dmart,
may employ to up their businesses to the next level and gain a significant share in the $200
billion Indian e-retail industry by leveraging on supply chain management. Furthermore,
the emergence of e-retail shops poses a challenge to India's traditional brick-and-mortar
stores. This case study tries to highlight the strategies that support traditional retailers can
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employ to stay competitive in the Indian retail market. Because most of the retailers in this
study are multi-brand retailers and the operations and economies of multi-brand retailers
are significantly different compared to single-brand retailers this case study emphasizes
only multi-brand retailers.

BACKGROUND

E-retailing landscape in India:

Post the launch of the World Wide Web the application of the internet among the public
began to increase at an exponential phase. With a majority of the population under the age
of 35 years, India was very much on track to capitalise on the internet revolution during the
post-globalisation era. Despite the globalisation and the move towards internet culture in
India, not all the early e-retailing start-ups were successful in the country, close to 90% of
e-commerce start-ups fail within the first 120 days a total of 1,253 owners participated in
this study and 37% agree that competition in the market is the predominant factor for their
failure (Skeldon. P, 2019). The e-retailing market in India has been steadily growing since
2011, and by 2026 the Gross Merchandise Value (GMV) of the e-commerce industry in
India is estimated to be $100 to 140 billion. The effect of nationwide lockdown due to the
Covid-19 outbreak has positively contributed to this exponential growth (Bain & Company,
2021). Despite being the third-largest economy, only a hand full of e-retailers were able to
take advantage of the Indian market. Close to 70% of the Indian e-retailing market is
controlled by Amazon (31%) and Flipkart (Incl. Myntra, Jabong) (39%) (Arcieri. K, 2019).
With Walmart buying a stake of $16 billion in Flipkart in the year 2018 and Amazon
Investing an estimated $10 billion in its commitments to its Indian operations there here
been stiff competition between the two rivals in the Indian market. The recent development
in the Indian e-retailing market is the entry of the Reliance retailing unit to participate in
this market. Reliance retail already plays a role in the e-retailing market through their
Reliance digital online platform, Ajio.com, and Jio Mart. Reliance Retail has set the ball
rolling to dive deeper into the e-retailing segment, one of their signature moves was the
acquisition of robotics start-up Addverb for Rs 1,000 crore. Addverb Technologies Pvt is
involved in deploying robots for e-commerce warehouse management and efficient energy
production. “Reliance has huge plans to implement automation across digital warehouses,”
said Kumar. They have plans to expand warehousing to hundreds of locations in the next
two years and when you have that scale, only robotic systems can be effective.” (The Print,

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2022). Reliance Retail has been on an acquisition spree with notable acquisitions of
Netmeds an online pharmacy, online furniture retailer Urbal Ladder, online grocer
MilkBasket among the rest (The Economic Times, 2021). Reliance Retail has been ranked
53rd in the world and 2nd fastest growing retailer, behind South Korea’s Coupang Corp.
(Deloitte, 2021). Reliance Retail has raised Rs 47,265 crore by selling a 10% stake to some
of the biggest names in private equity, including Silver Lake, KKR, General Atlantic, Abu
Dhabi Investment Authority, and TPG (The Economic Times, 2021).

In the year 2020, the Indian retail market was valued at $883 billion US dollars (IBEF,
2021). Food and Grocery amount to almost 68% of this market followed by Lifestyle at
15% and 5% of the entire retail market is made up of Electronics. In contrast to the entire
retail market, Consumer electronics and Apparelsmake up 80%, and food and Grocery
make up just 7% of e-retail. Though there has been notable growth in the e-retail market,
the e-retail business contributes just 4.7% of total retailing activities In India and is
expected to reach 10.7% by 2024 (IBEF, 2021).

Two models of E-retailing:

a. Market model: The retailer merely acts as a platform for connecting the buyers
and the sellers and does not have ownership of their inventory
b. Inventory model: The retailer owns the inventory and also manages the complete
sales process. i.e the goods sold under the inventory model is owned, managed, and
sold by the retailer.

FDI permitted in retailing business in India:

In the present retail landscape, FDI is not allowed under the inventory-based retail model
and FDI in Multi-Brand retailing is limited to 51% subject to fulfillment of clauses under
5.2.15.4 Consolidated FDI Policy, 2020 (DPIIT) given by the Government (Exhibit 1)
Hence the domestic companies have an edge over their international counterparts in taking
control over the retail landscape in the Indian market.

Concerning this study, it should be noted that the unorganised retail market contributed to
a staggering 90% of the total Indian retail market as of 2018 and has been experiencing a
Y-o-Y growth of 19% from 2015 to 2018 (Srivastava. A, 2018). These numbers prove that
despite the massive take-off of e-retailing and its contributing factors the entire population
of India shops predominantly through unorganised retailers. Therefore, to penetrate through

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this massive unorganized retail market companies both local and domestic have to develop
viable strategies that play to their strengths and serve their best interest. Alongside the entry
of e-retail giants in the Indian market and the growth of organised retailing the challenges
and competition for unorganised retailers has increased commendably. The majority of
these challenges can be attributable due to changes in the shopping habits of Indian
consumers. “Sensitive behaviour” of Indian consumers is in line with the intensity of the
pandemic and related lockdown measures. With the increase in the intensity of the
pandemic, many consumers preferred to consume goods from their neighbor stores
including kiosks, street vendors, kerana stores; once the pandemic lost its intensity and
restriction was curbed many consumers have returned to organised and modern outlets
(BCG, 2021). This trend among the Indian consumers is an important attribute to this study
as all the retailers across all modes in India have to cope with this change in consumer
sentiments. Shares of various segments in E-Commerce retail by value is mentioned in
(Exhibit 2 and 3).

PROBLEM

Preponement of the Inevitable - Emergence of Chain Retailers in the E-Retailing

arena

The Covid-19 pandemic, despite having a major impact on the e-retailing arena has
preponed the inevitable change that was waiting to happen shortly. The pandemic had a
positive impact on the behavior of consumers towards online shopping (Khan, Hamayun.
(2021). The second most populated country in the world is experiencing a big shift of
consumers from offline to online especially during the nationwide lockdowns. Hence, the
e-retail arena inevitably attracts the interest of many players willing to participate in the
changing scenario. We see the interests unfold in the Indian Online retail sector with
potential new entrants waiting to emerge. At present, the retailing giants Amazon and
Flipkart control more than 90% of the market share in the E-Retailing sector of the Indian
Market (Digbijay Mishra, Dec 10, 2021). This shows the dominance of the two major
companies in the retailing industry. However, this has attracted some prominent local chain
retailers like Reliance Retail and D’Mart to integrate their offline retail with the online
retailing segment. As stated earlier Reliance Retail has made its move to online retailing
evident by Addverb technologies and optimizing its supply chain segment following this
acquisition the retail giant is on the move to take over assets of Future retail which has an

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already established presence in the E-Retailing sector (IANS, 2022). Alongside Reliance
Retail, D’mart has made its move to convert its offline stores into fulfilment centers for a
strong e-retail presence (Sanchita dash, 2021).

These transformations in the e-retailing landscape leave small-scale organised and

unorganised retailers in a state of concern. The biggest strength of small-scale and
unorganised retailers is the proximity they enjoy to their customers, it gives them an
exceptional ability to manage their supply chain effectively considering their scale of
operations. Post the backlash faced when Walmart’s deal with Flipkart became public, the
Indian Government have revised its FDI regulations to support the small-scale retailers.
The new FDI regulations prohibit foreign e-retaining companies like Walmart and Amazon
from practicing inventory-based retailing models. Additionally, Government India also
specifies multiple regulations concerning multi-brand foreign retailers (Sankalp Phartiyal,
2019). This move by the Indian Government offers new players like Dmart and Reliance
Retail a massive advantage over the present e-commerce giants. Concerning the supply
chain, “As of March 31, 2021, Reliance Retail operates 12,711 stores across 7,000+ cities
with a retail area of over 33 million sq ft” (www.relianceretail.com). Reliance has already
maneuvered in the online retail segment through Jio Mart and Ajio but hasn’t gained a
noticeable share this could be attributable to the present competition posed by Amazon and
Flipkart. Ajio an e-retail platform of Reliance Retail competes with the market leaders
Amazon and Flipkart in the Fasion segment. Ajio(Reliance) holds 9% of the shares in the
fashion segment compared to 60% of Flipkart (Mynthra) (Sanchita dash, 2020). Though
Ajio competes with Flipkart but it is still far behind in the market. But the deal between
Future Retail and Reliance Retail will furthermore strengthen the supply chain of reliance
with additional access to Future Retail’s 1800 stores across 420 cities in India (J.
Jagannath, 2020). As a part of this deal Reliance Retail earns the edge in the fashion and
groceries market through brands like “Brands Factory” and “Big Bazaar” of Future Retail.
As per the statistics, groceries and lifestyle amount to 83% of the Indian retail market
(IBEF, 2021) and contribute the majority of revenue in the retail sector (Statista, 2022).
Dmart has 226 self-owned stores spread across the country which may not seem as
convincing as Reliance Retail, Damrt’s strength has been its supply chain management
which has transformed it into a 2 trillion (INR) company (Sanchita dash, 2021). A turnover
of 2 trillion (INR) for 226 stores cannot be ignored easily.

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PROPOSED SOLUTION

The Revamp

The E-Commerce industry in India will be the second-largest in the world by 2034 with an
upward growth trajectory and it will soon surpass the United States. The e-commerce
industry showed a promising CAGR of over 35% to reach Rs. 1.8 trillion (US$ 25.75
billion) in 2020 (IBEF, 2021).

Now the question of sustainability arises on the strategies each class of retailer can adopt
to stay in competition with the upcoming revamp of the online retailing sector.

Surviving the Revamp

The most viable option for the companies to survive the revamp of the retail sector is
Specialization. Focusing on their strengths can be the most viable option to survive the
revamp.

Category 1: Market Leaders

a. Flipkart – The most selling products on Flipkart are Peel-off masks, Nail polish,
Exercise bands, Blankets, Health supplements, Beauty products, etc. (Devender Rathor,
2021) with most of its top-selling products pertaining to the beauty, health, and lifestyle
sector Flipkart can specialize on fashion products. Being an Indian company Flipkart
can focus on making absolute advantage of the Inventory model of retailing, through
this model Flipkart can promote its brands across various segments of products. Eg:
Adrenex – Sports and fitness.
During the lockdown, Flipkart was the pioneer retailer to capitalise on the market for
groceries through Flipkart Online SuperMarket by offering a wide range of groceries at
a competitive price. Flipkart offered products for as little as Rs 1.00 and provided free
delivery for orders worth more than Rs 400. This move by Flipkart gave them an
unparallel advantage in the online groceries market among the two market leaders.

b. Amazon – The most selling products on Amazon are Toys and Games, cameras & photo
Accessories, Books, Home, and Kitchen Furnishing, Home Appliances, etc. (Garima
Mahajan, 2021). Based on their top-selling products we understand Amazon has a
stronger presence in electronics and home appliances. Along with retailing products,
Amazon offers streaming of movies and shows online, this segment is emerging as a

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bigger market than ever before in which Amazon has already imprinted its footprint
strongly. Being a foreign company Amazon’s growth is considerably limited by
Government policies favoring domestic retailers. Amazon can improve its foothold by
partnering with high-quality sellers to offer a massive range of quality products at a
competitive price. Amazon can venture into other businesses using its reach in the retail
sector as a promotional platform. Eg. Amazon Prime subscription for Prime content in
Amazon prime, a video streaming platform.

Category 2: New entrants:

Shortly prominent chain retailers like D’Mart and Reliance Retail (though not a new entrant
but with the massive reach gained through Future Retail. ltd) can focus on the segments
which the present giants do not have a strong foothold. With the established stores across
the country, chain retailers can take total advantage of efficient logistics and customer
reach. They can transform their chain store as a hub for their e-retailing activities and enjoy
the unmatched benefited of an integrated retail model. The new integrated retailing model
provides a greater room for innovative and creative logistics, supply chain, and inventory
management by these retailers. The new entrants can strategize blending the brick-and-
mortar stores with their virtual presence.

RECOMMENDATIONS

The perilous times of the “overlooked” – Means of survival

Though this study was focused on the revamp of the retail sector, the times ahead are going
to be perilous for the overlooked which are the Kirana stores and the small-scale shops
(Category 3) in the country. Apart from the pre-existing burdens of the pandemic on their
shoulders, these new revamp in online retailing and the shift of consumers towards online
shopping and organised retailing, the Kirana shops and small-scale businesses face a tough
time ahead.

Means of survival – Optimization, and adaptability can be the most viable options for this
category of retailers to remain competitive in the market. The advent of apps like Grofers,
Dunzo, etc. has given hope to these overlooked stores which have been caught up in the
middle of the billion-dollar company wars. The small-scale stores should adapt themselves
to the present trend by integrating their business to online affiliated companies (Sinha, P.
K., Gokhale, S., & Rawal, S. (2015) and optimize their businesses. They should pay

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cautious attention to understanding the needs of their local customers and maintain an
optimal amount of inventory of relevant products based on the needs of their customers as
most of them are from the neighbourhood. Retailers under this category can look forward
to developing strategies to gain higher ground by way of capturing the local market segment
through better-personalized customer service and offering products that are unique or
neglected by the mainstream retailers.

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EXHIBIT 1

Table: E1

Sector/Activity FDI Cap

Cash & Carry Wholesale Trading/Wholesale Trading (including sourcing from 100%
MSEs)
Single Brand product retail trading 100%
Multi Brand product retail trading* 51%
Duty free shops 100%
E-Commerce activities** 100%
* Retail sales outlet let may be set up as per the decision of the respective state governments
** 100% FDI is permitted under marketplace model of e-commerce and not permitted in
Inventory-based model.

Source: Consolidated FDI Policy, 2020 (DPIIT)

EXHIBIT 2 Figure: E2

Shares of various segments in e-commerce retail

by value (2020)

15% 5%
Lifestyle
12% Electronics
68%
Others
Food and Grocery

Source: Growth of E-commerce Industry in India – Infographic (IBEF, 2021)

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EXHIBIT 3
Figure: E3

Shares of various segments in e-commerce retail by value

(2020)
4% 2%
7%
7%
40%

40%

Consumer electronics Apparels Food and grocery Jewellery Furniture Others

Source: Growth of E-commerce Industry in India – Infographic (IBEF, 2021)

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Marketing sexual wellness through the road less travelled: A case-study

on Shycart.com
L. Ramalakshmi
a
School of Design [V-SIGN], Vellore Institute of Technology, Vellore Campus

Abstract

Cultural reservations and legal limitations affect the way sexual wellness is perceived,
marketed and sold in India. Lack of specialty stores and embarrassment experienced while
shopping across counters plagued the market. Recognizing the need, Shycart.com promotes
sexual wellness through the digital platform in order to mitigate embarrassment and make
sexual wellness products easily accessible for end-users. In the theoretical light of Wind
and Hay’s All Touch Point Value Creation Model (2016), the present research aims to
develop a case-study on Shycart.com, an innovative start-up that markets sexual wellness
online. Using the case-study approach, this qualitative study uses in-depth interview with
the co-founder and participant observation. The case invites readers to understand the
strategic marketing decisions made by Shycart to market sexual wellness.

Keywords: Marketing, Sexual wellness, Digital entrepreneurship, Value Creation,

Innovation.

Introduction
Embarrassment is clearly an important emotion to understand (Dahl et al., 2001;
Bonnici et al., 2011; Blair & Roese, 2014; Nichols et al., 2014; Krishna & Herd, 2015;
Jones et al., 2018;). Researcher studies observe the implications of packaging and product
differentiation on customers’ purchase decisions embarrassing products. Product
anonymity is negatively correlated to embarrassment which in turn is negatively correlated
to purchase decisions Jones et al. (2018). Promotions of any sort like discounts and coupons
can spur sales for embarrassing products as they influence customers to overcome their
uneasiness to buy embarrassing product (Bonnici, 2011). Social media have eased the path
to purchase embarrassing products in the form of opportunities to communicate about
embarrassing products there by contributing to accomplishing advertising objectives as
well as quality of life of online consumer (Knowledge@Wharton, 2014). Consumers try to
camouflage sexual wellness products they have purchased by adding other items to the
shopping cart. Blair and Roese (2014) demonstrate that addition of non-embarrassing
products to the shopping cart do not necessarily reduce anticipated embarrassment but may,

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paradoxically, aggravate it instead. Dahl et (2001) conclude that more familiar the
consumers are with the an embarrassing product purchase, the less embarrassed they are
likely to feel. In a study conducted by Durex, 13 per cent of Urban Indian women do not
have access to sex toys and engage in using organic items for pleasure which are
unhygienic. These women cannot share this with their husband openly.
This study focusses on Shycart because the brand is positioned as a sexual wellness
brand as against it’s competitors who explicitly identify themselves as sexual entertainment
brands. Shycart is bootstrapped and has sustained in the market without external funding
since inception. The company touched the 1000-mark product category within three years
of inception. The company is diversifying into new territories of medical testing services.

Background

Sexual wellness is serious business. Sexual wellness industry includes products and
services that promote and enhance sexual health and experience. According to Wiseguy
(2019), ‘The demand for sexual products from emerging economies, increasing online
retailers, growing incidences of AIDS/HIV and STDs and awareness about sexual wellness
products are pushing strong market growth’. Globally the sexual wellness market is pegged
at $39 billion by 2024, growing at CAGR of 7 per cent during 2019-24 (Arizton Advisory
& Intelligence, 2019). The market for sexual wellness in India was valued as $227.8million
in 2018 (Kashyaap, S. & Krishna, V., 2018) and was expected to grow at a CAGR of 34.76
per cent over the period 2014-2019 (Technavio, 2014). Dialogue on sexual wellness and
sex education is overlooked in India, a country with largest adolescent population1.

Against this backdrop, it was crucial for Shycart.com to set base, establish and
penetrate their service in order to engage with target audience. All Touch Point Value
Creation Model (Wind & Hays, 2016) looks beyond advertising to explore how brands,
marketers and audiences can engage at touchpoints to achieve desirable outcomes in view
of market changes. The model continuously echoes value creation in a responsible manner
for the enterprise, its people and target audience that exist within a society and culture. The
model encompasses four key elements: Aligning win-win-win impact, orchestrating value
creation across all touchpoints, R.A.V.E.S., and M.A.D.E.S. Creating a win-win-win
impact is possible through value creation at every interaction between consumers and the
brand which is an opportunity for true value exchange as an ongoing process. Brands must
be able to create that kind of value at every touchpoint by allocating and coordinating

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resources and constantly acknowledge the scope for improvisation. Such an engagement
with the clients is a dialogue with information flow. R.A.V.E.S is a guideline mandates
each touchpoint as one that should be Relevant and respectful, Actionable, Valuable and
value-generating, and provide an Exceptional experience and a Share-worthy story.
M.A.D.E.S guides and explains that each touch point is an opportunity that can be a multi-
sensorial experience that resonates with Audience’s circumstances, accustoms to the
Delivery platform, negotiate in the changing Environment and contribute Synergistically
to other touchpoints.
Problem
Establishing and penetrating in a market that caters to selling sexual wellness can
be challenging in a society where the domain is considered a taboo. Further, the pandemic
was a disruptor across sectors and has added its share of woes to the business of
Shycart.com. Taking a nuanced approach towards the problem statement, this case-study
analysis seeks to address what strategies were used by Shycart.com to negotiate its presence
in the market? How does Shycart.com design and leverage touchpoints to explore new areas
of potential value exchange and creation? How did the pandemic affect the business for
Shycart.com and how did the brand negotiate its way through the pandemic?
In view of developing this case-study, this qualitative study uses in-depth interview
with the co-founder and participant observation.
The genesis of Shycart.com

The embarrassment quotient endured by founders of Shycart and their friends when
accessing sexual wellness products triggered the idea to start the business. Going to the
store when there are no other customers, ordering through a piece of paper, wearing helmets
to mask identity, astonished store assistants, embarrassing looks, unwarranted questions, a
camouflaged shopping cart are all part of their unpleasant experiences that only reinforced
and affirmed their confidence about the necessity of the business.

The privacy offered by internet, changing media landscape and launch of innovative
products have increased awareness. In India, the demand for sexual wellness products in
grey market, consulting quacks and advice formulate night television programmes shows
that people did not have a credible go-to-place to shop discreetly and confidently for sexual
wellness products which are treated as embarrassing products. The company was started
in 2012 by Mr. Arul Oli and Mr. Vivek Raja who saw a dire need to promote sexual
wellness.

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Negotiating market presence

Main obstacles that Shycart negotiates its way through are legal restrictions, cultural
reservations and invisibility in mainstream media. Due to legal limitations that these
products cannot be openly advertised in mainstream media as well as Google and
Facebook, Shycart is negotiating its marketing strategy in the form of organic marketing.
Shycart actively uses online communication channels such as social media, emails and
Google via SEO. Email marketing and social media are the main form of audience
engagement and brand promotion. User engagement on social media is minimal because
people are hesitant to share as their identity is revealed when they comment or share worthy
stories. Participating in expos, conducting training programmes and workshops to create
awareness in schools and colleges are offline activities that Shycart uses to connect with
potential audience. During such activities, Shycart engages medical experts to connect with
students. This certainly helps to build the image that Shycart concentrates on wellness.
Shycart is able to reach more online customers with existing marketing efforts because
online market has increased exponentially with the advent of Jio that offered free data
packs. As internet penetration increased, Shycart had an increase in potential online
customers.

Shycart faces an on and off season periodically. The best business days begin one
month prior to Diwali and extends upto Valentine’s day and the off season spans between
March to August due to year end for financial year as well as closing for schools. Shycart
focusses more on fertility products during off season because there is a consistent demand
for fertility products throughout the year. Shycart organises 3-4 awareness programmes on
menstrual wellness in schools and colleges during the lean season between February - July.

Initially, Shycart faced a difficulty in convincing sellers who are used to giving it
in bulk to distributors and stockists. Until Shycart succeeded in building a rapport with
stockists and distributors, Shycart bought in retail from medical shops to serve customers.
Now, Shycart maintains a strong relationship with all their suppliers.

Legal blocks do hinder the market. Customs issues are a great concern in importing
products. Competitors of Shycart faced a ban in certain states because of their
positioning. Shycart also faced a legal threat once due to a different interpretation of the
law for a certain product listing. Eventually Shycart could not be held responsible for it
due to the medical affiliation of the mentioned product. Legal issues and Government

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norms are of significant concern for the sexual wellness industry as these norms are bound
to change from time to time. What may be called a change in the periphery did affect
Shycart’s logistics when plastic was banned in Maharashtra. Shycart had to opt for different
packaging for Maharashtra alone failing which the logistics company in Maharashtra will
not deliver the products.

If the law relaxes restrictions on advertising, Shycart, like another industry, can gain
visibility in mainstream media and overtly in Google, Facebook, Instagram and WhatsApp.

Aligned Objectives for Multi-Win Outcomes with Short-Term and Long-Term

Impact

Shycart is supported by a strong in-house digital marketing and communications team who
serve as the brand stewards whose work forges long term relationship among internal and
external stakeholders. The brand stewards further the brand’s purpose to discreetly sell
online any legal product that have stigma associated with it. In India, son preference and
abstinence were two cultural requirements in terms of fertility and contraception
respectively. The sexual wellness industry primarily caters to contraception and fertility.
When the necessity of contraception and fertility are fulfilled, other things like sexual
entertainment were introduced. Shycart also concentrates on personal hygiene, menstrual
wellness, sexual entertainment which are additional part of the industry.

Shycart demonstrates its authenticity by its ability to attract and build loyal
customer base despite challenges from online discount festivals when Shycart’s sale
dipped. Shycart consciously embraces responsibility and accountability throughout its
value chain as the foundation in building trust, true to the brand’s vision of being a one-
stop shop for promoting sexual wellness. Shycart nurtures the relationships forged from the
customer’s maiden step of seeking assistance towards sexual wellness to how it is delivered
to them, thereby a giving them the confidence through a conducive atmosphere. Shycart
constantly engages with its audience in sharing literature, product information and due
medical advice through a panel of doctors. Shycart acts as a catalyst in creating dialogue
about subjects that they would otherwise not talk about. Shycart has understood how to be
of service to the people and how to collaborate with suppliers, doctors and other like-
minded people in order to achieve its objective of becoming a trustworthy brand in the
sexual wellness industry.

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The Indian sexual wellness scenario is strikingly different from the West and far
East where there are sexual wellness stores which are openly advertised. In Indonesia, it
went on to be a rampant industry that was brought under control and legalized. But in
countries such as the Indian subcontinent, Middle East and parts of Africa, there is no
awareness, and it is unacceptable to openly talk about it. Shycart plays a positive, relevant,
and responsible role towards promoting sexual wellness. While competitor of Shycart
identify themselves as a sexual entertainment company, Shycart concentrates on sexual
wellness. Shycart views cultural attitude as an opportunity because this attitude gave the
need for a brand like Shycart.

Compelling, Unifying Brand Purpose

The compelling and unifying brand purpose uniformly translates across the value
chain of the business. Shycart is a business that wants to be in service of the people.
Shycart’s tone is to be humble, and empathetic and thereby contribute to the sexual wellness
in their lives. Shycart is keen about what interests people and negotiates their message
accordingly. They act as a bridge between what they need, what they experience and what
sells. The brand thoroughly understands that aesthetic appeal is a norm to lure online
customers in an UI/UX dominant era. In tandem with the brand purpose, the design
brilliance and creative brilliance are coordinated and consistently evaluated with expert
advice from time to time and also with the help of Google page insights. Based on these
inputs, Shycart consistently tweaks its website to enhance user experience and this has
reflected significantly on the business.

Orchestrated Across ALL Touchpoints

Shycart’s value creation is orchestrated across several touchpoints. Shycart keeps

people at the center of this multimodal network of touchpoints. Positioning as a sexual
wellness brand opened up several touch points for Shycart in the form of expos, training
programmes and workshops. People are the actual and potential customers who opt for
Shycart’s service. Shycart’s primary customers are in the age group of 25-34 years followed
by 18-25 years. People opt for certified and popularly sold products. Customers do not
prefer Chinese products or low priced products due to trust issues. Average SKU has been
anywhere between 800-1000.

In terms of Product/Service design, experience and customer service, the business

has been consciously tailor-made to offer discrete sexual wellness solutions. Be it their

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product delivery mechanism or their testing services, privacy and respect to the individual
are prime concerns in Shycart’s concerted efforts to promote sexual wellness. Shycart has
designed and leveraged touchpoints given the legal limitations on advertising and
promotions. The approach to promotions includes word of mouth, awareness campaigns,
user-friendly website accessed by 90% of the customers, app, WhatsApp linked chat box,
convenient payment options, a small team of personnel, social network, discrete packaging,
news articles in popular dailies and websites, SMS service to confirm orders and update
delivery status, direct marketing, email information, ask the expert section, dedicated online
form for product suggestion and two-fold feedback mechanism.
M.A.D.E.S and R.A.V.E.S for Touchpoint Value Creation
Maximised context and maximised substance make Shycart a viable option to
purchase sexual wellness products. Given the embarrassment quotient around sexual
wellness products, Shycart is relevant and respectful towards its audience. Shycart help
them make an informed purchase and they do it confidently because their privacy is
protected. Apart from awareness programmes, Shycart creates dialogue by making people
question and interact through provocative sensitive threads it creates from time to time.
Shycart offers a frictionless shopping experience for the customer. What is valuable and
value generating for the customer are emotional fulfilment, attention and customer
satisfaction. Shycart is well-informed about introducing a product and has learned experts
on board to handle customer queries. Shycart delights and aligns customers towards sexual
wellness through meaningful gestures. For example, Shycart sends out small cards when
they order fertility products. During pregnancy, Shycart sends them literature via email
pertaining to pregnancy. When customers order post-natal products, Shycart follows up
with congratulations cards. Shycart answers questions that customers pose and connects
them gynecologists on board. Shycart shares customer’s experiences as share worthy
stories without revealing their identity.
Shycart is committed to promoting sexual wellness and goes an extra mile in
delivery making it as anonymous and discrete as possible especially when they are
delivering to remote areas and conservative areas such as college hostels. Beyond ethical
and moral questions, Shycart recognizes the legal age of the customer and takes appropriate
action accordingly. Shycart believes that it is their moral responsibility to promote sexual
wellness.

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Tackling Disruption due to Pandemic

The pandemic affected Shycart in several ways. During the lockdown, functioning of the
office was affected. Shycart was not able to open the office. Workers’ commuting was an
issue. Since Shycart trades under pharma license, commuting of staff was resolved in the
initial phase of the lockdown. Since mansions and working professionals, hostels were
forced to be closed, staff who sought accommodation in these places had to go back to their
respective hometowns. Only one or two staffs residing in Chennai could report to office.
Given this situation, the brand had to resort to remote working facility. Since Shycart has
the backing of an IT wing, setting up this remote working facility was relatively easier but
there were hurdles in managing people working from different locations. Since this is the
first time the brand was resorting to this option, it was adverse to start with though adapting
was quick. Work from home facility was set up by Shycart to ease the process for the staffs.
The second major hurdle was in supply chain management as several states had imposed
lockdowns. The supply of required products from other states was blocked due to
lockdown. Though there was consistent inflow of orders, lack of stock was a hurdle due to
which Shycart couldn’t deliver to it’s customers. Services like amazon have warehouses in
all states. In our case, we rely either on once-a-month supply from Delhi or on drop
shipment model. Supply was affected by lockdown in Delhi. The issue in supply affected
our business. It is noteworthy that ther was an increase in childbirth in the country after the
first lockdown. When customers were home-bound due to lockdown, there was an increase
in demand for sexual wellness products related to pregnancy and fertility. We had
consistent orders soaring in numbers, but we could not service the orders. Our revenue was
affected. In order to reduce expenditure, the company reduced the size of working space
and negotiated the rent accordingly so that the brand would be able to sustain until the
pandemic is over. Thirdly, logistics was another concern. Customers’ packages could not
be delivered and were stuck in courier offices as delivery in red zones was not possible due
to the imposed restrictions. State imposed lockdowns of borders further affected return of
packages. Delivery time was affected and took as long as 3-4 weeks making the customers
wait. In such circumstances, certain time-bound products such as fertility-related products,
pregnancy test kits, ovulation test kits and so on were not duly delivered to the customer.
Fourth issue was with courier service. The brand has tied up with private courier service
which were banned from operations due to lockdown. Shycart tackled this issue by opting
for delivery through India Post which was operational during lockdown.

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As a matter of social responsibility, the brand embraced work from home culture in
order to adhere to the defined SOPs. Only those personnel involved in packaging and
despatching were asked to report to office. The brand introduced new ways to disinfect
products using ultraviolet boxes. As a value addition, Shycart sent free sanitizers and masks
to customers. Since Shycart has a pharma license, the company is permitted to sell
sanitizers. They introduced bundled products of sanitizers which was a hit. Sometimes,
only essential shipments were permitted. In those circumstances, through the customer
care, the company convinced the customer to buy a pharma product such as sanitizer worth
Rs. 50 or so and delivered other products along with it. Purchase of a sanitizer in the order
made it an essential consignment. Shycart also offered the cost of the sanitizer as a discount
on the bill value of the product. In case of high value products, Shycart converted the order
into an essential consignment by adding a sanitizer kit at no additional cost. Post-covid,
sales are good and the business is stable.
Recommendations
While Shycart guarantees privacy and anonymity through the digital platform, the
experience could be further maximized when it becomes multi sensorial in the form of a
physical store, games and internet of things. Consistent presence in the news media is
another touchpoint that Shycart may look at exploring. Shycart can consider installing
sanitary napkin wending machines in schools and colleges to promote menstrual hygiene.
Shycart can create a touchpoint in the form of an online form to sign up for newsletters.
The brand must expand in terms of warehousing. As the business scales, more warehouses
would be essential in countering external issues such as block in supply due to lockdown
or any other calamity.
Conclusion
Positioning as a sexual wellness firm helps Shycart negotiate its way through legal
restrictions, cultural issues and invisibility in mainstream media. True value exchange
occurs at each point of interaction between a brand and its customers. In accordance with
All Touch Point Value Creation Model, Shycart contributes in a responsible manner to the
people that exist within a society and culture. Shycart has designed and leveraged several
touchpoints to maximise value creation pertaining to sexual wellness. Shycart must
rekindle social media activity consistently to maximise potential value exchange and
creation. Digital media ascribes an adequate positive image for a start-up like Shycart.
Digital media has offered autonomy, innovativeness, risk-taking, proactiveness and
competitive aggressiveness in tandem with the entrepreneurial process.
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End-note
1
The adolescent population of India is 236 mn. India tops the proportion of adolescent
population overtaking China. Source: Census of India, 2011, UN World Population
Prospects, 12th Revision.
References
Arizton Advisory & Intelligence. (2019, March). Sexual Wellness Market 2019-2024:
Market Research Report, Industry Analysis, Size, Share, & Forecast: Arizton.
Blair, S., & Roese, N. J. (2013). Balancing the Basket: The Role of Shopping Basket
Composition in Embarrassment. Journal of Consumer Research, 40(4), 676–691.
Bonnici, J., Campbell, D. P., Fredenberger, W. B., & Hunnicutt, K. H. (2011). Consumer
Issues In Coupon Usage: An Exploratory Analysis. Journal of Applied Business Research
(JABR), 13(1), 31. doi: 10.19030/jabr.v13i1.5770
Chowdhary, N. V., (n.d.).In Case view, E-Commerce. Indian Sexual Wellness Industry:
Secretly Growing? - Interview with Samir Saraiya, CEO, ThatsPersonal.com. IN. ET
Cases.
Dahl, D. W., Manchanda, R. V., & Argo, J. J. (2001). Embarrassment in Consumer
Purchase: The Roles of Social Presence and Purchase Familiarity: Table 1. Journal of
Consumer Research, 28(3), 473–481. doi: 10.1086/323734
Jones, C. L. E., Barney, C., & Farmer, A. (2018). Appreciating Anonymity: An
Exploration of Embarrassing Products and the Power of Blending In. Journal of
Retailing, 94(2), 186–202.
Kashyaap, S. & Krishna, V. (2018, February 28). India's appetite for erotic ecommerce
grows, but sex toy market gets no love from investors.
Knowledge@Wharton. (2014, August 12). Marketing Embarrassing Products in the Age
of Social Media.
Technavio. (2014, December). Sexual Wellness Market in India 2015-2019.
Wind, Y., & Hays, C. F. (2016). Beyond advertising: creating value through all customer
touchpoints. Hoboken, NJ: Wiley.
Wiseguyreports.Com. (2019, February 11). Sexual Wellness Market 2019 Global
Analysis, Opportunities And Forecast to 2026.

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Case study on Livelihood Crisis During Covid-19

B Vidya Sria*, S Vasanthaa

a
School of Management Studies, Vels Institute of Science, Technology & AdvancedStudies (VISTAS),
Pallavaram, Chennai

Abstract

The covid-19 has created a severe effect on the livelihood of people and it has not only
affected their living but also had a substantial social and economic impact all over the
world. Many of the coronavirus-affected countries are resource-dependent. Government
restrictions such as isolation and shutdowns have resulted in a host of problems like food
scarcity, supply shortages, and over-worked healthcare systems. Every country has been
facing many crises and the restrictions from the Central and State Government side have
affected many SMB's (Small and Medium Enterprises). Human existence is based on a
source of income that can sustain and support the necessities of life. This paper also
focuses on the covid-19 wreck on the livelihood of people who depends on their daily
wages. In this century, epidemics have widened the gap between affluent and poor people
and created income inequality. Following the crisis, these people would face significant
hurdles in returning to their normal lives. Countries must build long-term and successful
social security plans, especially in times of emergency.

Keywords: Covid-19, Economy, Government, Livelihood impact, Mental health, Pandemic

Introduction

The World Health Organization (WHO) announced a COVID-19 pandemic as a highly

transmissible coronavirus disease on March 11 (2020) marking the disease as a global
spread. Due to this worldwide spread, it has become a global health crisis. Many
governments have taken actions, that had a significant impact on society's day-to-day
operations. The Public health strategy of “Social Distancing” has been widely used to
slow down the transmission ofthe virus from spreading. In most countries, institutions and
public amenities have been closed,and public gatherings have been prohibited varying
from the cases and curfews.

As the crisis created multiple gaps in many fields, Government officials have started to
implement various policies. As a result of this, Individuals started to work from home and

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telecommuting became the norm (He & Harris, 2020). This has increased the usage of
digital technology. Human lives which were running around different people started to
evolve around the digital platform. The trade activities where people are involved
physically have been reduced due to the social distancing, lockdown restrictions made by
the government. Even theeconomy has transformed itself into a digital state along with
the pandemic situation (Jamal & Budke, 2020).

In many nations, the epidemic resulted in significant losses of life, livelihoods, and much
more. There is always one thing: the country must be aware of and prepared for any
circumstance, whether favourable or unfavourable. Few cases have been examined in this
research study on how the livelihood of individuals and families is affected, and how
strong few policies have been established to help people lead a better life.

Background of the Study

COVID-19's rapid spread has put human lives in danger. Their livelihood has been
disrupted along with the impact on trade and the economy. The world economy has started
experiencingmajor changes and it was heading towards the recession stage during this
crisis. We need to understand how this crisis has impacted all human systems and how we
might return to normalcy. In this study, we have discussed the problems that people have
faced and the methods they've taken to combat the covid epidemic. During this pandemic,
people's livelihoods are affected and even for essential items, there was a significant
disconnect between availability and affordability. On the one hand, the spread ofthe virus
harmed people's mental health, while on the other hand, their living conditions causedthem
to become depressed since many were forced to leave their employment owing to
government limitations. Even though the official's restrictions and safeguards were
properly communicated to the community, many people were confused by media reports.
As a result, the crisis has seen an impact on not just their financial situation, but also their
health and psychological well-being.

Problem
Many people's livelihoods have been affected as a result of government restrictions and
initiatives in various ways. Several critical elements can be labelled as a problem factor in
thispandemic.

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Among them, Lockdown was one of the major reasons wherein people were struck
and were unable to react because the scenario was unfamiliar to them. Due to the extensive
spread of thevirus, the Indian government announced a nationwide complete lockdown in
March. This has resulted in a deterioration of living conditions and a humanitarian crisis.
Stock and ration shortages began as a result of the emergency lockdown, causing anxiety
among workers.

Despite the government's efforts to distribute rations to all cardholders through

local authorities, it has failed to meet public expectations. Leading to a shortage of
supplies, many people went unnoticed. Demand was higher than supply during the
lockdown, and many individuals were left without the necessities of life. In various
nations, the Public DistributionSystem (PDS) is partly to blame for the chaos that emerged
during the crisis, as officials are toblame for the problems that arose among the workers
in getting the rations (Choudhury et al and Adhikari et al. 2020). The unexpected
shutdown had an adverse effect, particularly on the daily wage earners. Only after a few
months of the lockdown, did the government start taking steps to address the people's basic
issues (Rajan et al. 2020). Even farmers and supplierswere denied access to the markets
due to government restrictions and policies in the lockdownperiod.

Lower-income people’s livelihood has become resilient and stressful because of

the constrained economic opportunities, fewer chances to meet their friends and relatives
whom they could seek help from during emergency and stressful situations. In addition to
that, due to lack of regular income, a substantial amount of people has expressed their
concerns for life survival in the complete lockdown state. As a result of their failure in
managing their health status, everyone began to get infected which affected their overall
well-being. The covid-19 crisis has made a severe impact on people’s mental and physical
wellbeing. Few strong fears prevailed among frontline people who worked during the
pandemic. i.e fear of transmitting the disease to their family members, fear of isolation,
fear of staying away from families. (UN and IASC, 2020)

During this difficult time, technology has become both a burden and a blessing for
society. Most educational and industrial sectors have begun to operate their services by
allowing people to work from home and learn through online classes. Students from
remote areas and those who are considered vulnerable have had difficulty in using
technology and obtaining internet access in their communities. Faculty members were

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unable to connect with students in the sameway that they could in offline classes. There
was a lot of opportunity for learning, but the problem was that students couldn't obtain
complete knowledge from mentors because of poorconnection facilities, and many people
couldn't afford even mobile phones.

According to the India Human Development Survey, many adult women in rural regions
areilliterate, which made them even more difficult for them to assist their children with
at-home schooling. This is due to parental educational inequalities as well as other
substantial differences in living conditions. The next factor to be explored in this study is
unemployment. Many people lost their jobs as aresult of this outbreak. As a result, people
began to withdraw funds from their savings accountsto satisfy their fundamental needs.
Since 2017, India's unemployment rate has been climbing, which is just another sign of
the country's economic decline. From 2017 to 2019, the total rate of unemployment in
India could be seen in Figure 1 below. They claim that this has had a negative impact,
especially on recent young graduates. The absence of quality institutions in India is the root
cause for the question of why young graduatesare not being employed. If the industrial
sector begins to provide these people with basic opportunities, we might be able to reduce
unemployment by a certain proportion.
Figure 2 depicts how the unemployment levels have shifted over time.

Proposed Solution:
Even though we say about the problems faced by various workers, there are cases like
where employees started to use their benefits at the right time in this pandemic.

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Organizations have also started to convert their shift basis works to work from home,
employees kicked in to use their paid sick leaves and short-time work schemes were
introduced to reduce the working hours for sick employees. These schemes have helped
people in many ways to uphold their incomes. During this Crisis, many people who lost
their jobs become entrepreneurs and consultants. Governments and authorities have tried
to take advantage of the crisis by adopting entrepreneurial thinking. (Vanessa Ratten,
2021). This pushed people to evaluate the problemsthat the pandemic has created as well
as the opportunities it presented. It also focused more ona certain type of entrepreneurship,
such as family businesses (Kraus et al., 2020). Entrepreneurship is considered a
significant aspect since it fuels a country's economic growth (Anggadwita, Ramadani,
Luturlean, & Ratten, 2016). Industries must be adaptable to succeed in the current
market environment. According to Public health experts, Entrepreneurship has been
utilized to promote community partnerships that are major drivers for socio-economic
transformation during emergencies.

In addition to this, the GIG economy evolved as a result of people starting to work as
freelancers, perceiving themselves as bosses for their enterprises, and scheduling their
workinghours. It is not long-term work as an employer, rather a temporary position for a
limited period. People began to investigate things in new ways as a result of the pandemic.
They began to learnmore about technological advancements through the internet and to
sell their ideas and innovations through the same medium. Before the pandemic, this GIG
economy was considered one of the most powerful employment weapons. However, it
began to slow down during the crisis, but they were still able to dominate other industries.
A few examples of this GIG economy expansion are the introduction of applications like
Porter, which functions as a packer and mover, and Thyro, which collects blood samples
at your doorway. Many people were helped by these services during the pandemic. In
these types of scenarios, the necessity for real gig workers arises all over the country. As a
result, it is the government's responsibilityto provide basic security for gig workers and to
promote this type of gig economy for those who are truly jobless in our society.
The pandemic has also changed the Education forum. Online learning which is also called
an E-Learning platform started a play a vital role in student’s life in the learning aspect.
When Schools and Colleges were started to shut down globally as a result, from Kids to
Adults teaching and learning is aroused on a digital platform. With the help of E-learning,
many havebecome mentors to people in and around the world. With this sudden change

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of adoption to online learning, people have started to wonder how it would reflect on the
education market globally in regards to their employment opportunities. Even before the
pandemic, many technology tools related to education were available but the growth of
adoption was higher during the crisis time. (World Economic Forum). Online learning
platforms such as Google Classrooms, Google Meet, and BYJU'S were made available to
students and teachers for free. As a result, the largest online movement in educational
history has emerged.
Many people started to adopt self-service technology (SST) during this tough time.
This SST helped people to explore more things, without the interaction of another person.
People from all generations have started to use the virtual platform for their needs. Many
sellers started to register themselves in online trading platforms such as Amazon, Flipkart,
Zomato groceries, Swiggy genie to improve their earnings. These platforms play a third-
party role to connect thepeople who are jobless during the covid. People who engaged in
this started to earn more than their actual incomes. The development of self-service
technology across a wide range of business sectors helps us in bridging the disparity
between research and practice (Eoghan & Kathryn,2016).

Charles Darwin once said that “the strongest will survive and not the most intelligent” –
wherehe says that, the one who can adapt to the change survive. It has been a sad reality
in this pandemic because even though people who have been facing financial challenges,
economic and personal losses in their lives have stood mentally strong and adapted to the
situations and they all survived in this pandemic as a strong warrior. It is not always about
what we lose during an unpredictable situation, it is all about how we wave back from it.

Recommendation

One can survive the virus by following the protection and precautionary measures from
the World health organization but to adapt to the ‘new normal’ and to survive in this
society is a challenge for every human being. Each individual has to have a practice of
adhering to the guidelines like wearing a mask, social distancing, taking up the
vaccination, and booster shots.They also have to encourage their fellow members who fear
up following these actions. Apart from protection measures, it is also the government's
responsibility to revisit the policiesmade before the pandemic and redistribute the wealth
equally. Governments and officials should consider people as people, not only as
resources. Since they commit their time and livelihood to serve the organizations for whom

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they work without expecting anything in return. When a workplace democracy is

implemented, it will have a positive impact on employee engagement and satisfaction,
resulting in consistent performance in any type of crisis.

To implement these policies in a densely populated country, underprivileged

individuals mustbe provided with necessary governmental assistance for a specific period.
Disease transmissionwould otherwise be prolonged, resulting in long-term consequences
for the country. More research on early adopters and venture capital firms is needed. Even
illiterate people mustbe taught and practiced with the technological developments so that
the adoption during the crisis will be easier. In addition, with that Create an ethical
framework for developing and implementing pandemic policies. Digital service providers
must think forward about how crises may affect the planning and implementation of
digital technologies in the public sector,and they must create a standard that includes crisis
management features.

To conclude this study of livelihood crisis during covid, it is not the first or only
pandemic, butit will be remembered for its social consequences in human history. To
confront this type of pandemic calamity, the government and organizations must engage
in speculative thinking policies and strategies. Many activities must be developed to make
people mentally and physically stronger. In the future, many studies can be carried out on
the businesses that flourished during the Covid-19. The study can also be extended to the
diverse people who survived in the post-Covid era. It is now time for global compassion
and assistance, especiallyfor the most vulnerable members in our societies, particularly in
emerging and developed nations. Only by working together, we will be able to overcome
the Socioeconomic effects ofthe pandemic and can stop it from becoming a livelihood
crisis.

References
Adhikari, A., Goregaonkar, N., Narayanan, R., Panicker, N., & Ramamoorthy, N. (2020).
Manufactured Maladies: Lives and Livelihoods of Migrant Workers During COVID-19
Lockdown in India. Indian Journal of Labour Economics, 63(4), 969–997.
Bhuiyan, A. K. M. I., Sakib, N., Pakpour, A. H., Griffiths, M. D., & Mamun, M. A. (2021).
COVID-19-Related Suicides in Bangladesh Due to Lockdown and Economic Factors:
Case Study Evidence from Media Reports. International Journal of Mental Health and
Addiction, 19(6), 2110–2115. https://doi.org/10.1007/s11469-020-00307-y

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Considine, E., & Cormican, K. (2016). Self-service Technology Adoption: An Analysisof

Customer to Technology Interactions. Procedia Computer Science, 100, 103–109.
Choudhari, R. (2020). COVID 19 pandemic: Mental health challenges of internal migrant
workers of India. Asian Journal of Psychiatry, 54(June), 102254.
Goswami, B., Mandal, R., & Nath, H. K. (2021). Covid-19 pandemic and economic
performances of the states in India. Economic Analysis and Policy, 69, 461–479.
He, H., & Harris, L. (2020). The impact of Covid-19 pandemic on corporate social
responsibility and marketing philosophy. Journal of Business Research, 116(May), 176–
182.

Irudaya Rajan, S., Sivakumar, P., & Srinivasan, A. (2020). The COVID-19 Pandemic and
Internal Labour Migration in India: A ‘Crisis of Mobility.’ Indian Journal of Labour
Economics, 63(4), 1021–1039.
Jamal, T., & Budke, C. (2020). Tourism in a world with pandemics: local-global
responsibility and action. Journal of Tourism Futures, 6(2), 181–188.
Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A., & Tiberius, V. (2020). The
economics of COVID-19: initial empirical evidence on how family firms in five European
countries cope with the corona crisis. International Journal of Entrepreneurial Behaviour
and Research, 26(5), 1067–1092.
Leveler, T. G., & Scheidel, W. (2020). Insights into Editorial : Differential impact of
COVID-19 and the lockdown. 1–3.
OECD. (2020). Supporting livelihoods during the COVID-19 crisis. Oecd, May, 1–21.
Paul, A., Nath, T. K., Mahanta, J., Sultana, N. N., Kayes, A. S. M. I., Noon, S. J., Jabed, M.
A., Podder, S., & Paul, S. (2021). Psychological and Livelihood Impacts of COVID-19 on
Bangladeshi Lower Income People. Asia-Pacific Journal of Public Health, 33(1),100–108.
Rahaman, M., Roy, A., Chouhan, P., Das, K. C., & Rana, M. J. (2021). Risk of COVID-19
Transmission and Livelihood Challenges of Stranded Migrant Labourers during
Lockdown in India. Indian Journal of Labour Economics, 64(3), 787–802.
Ratten, V. (2021). COVID-19 and entrepreneurship: Future research directions.
Strategic Change, 30(2), 91–98. https://doi.org/10.1002/jsc.2392

Economical and Political Weekly : https://www.epw.in/tags/covid and-

livelihoods?page=1
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companies-responding-to-the-coronavirus-crisis-d15bed6137/

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Case Study On Optimisation Of Web Based Retail Space Through

Market Basket Analysis Using Python

Thamaraiselvi. Pa, Vishal Kumar R, P Shanmugha Priyac*, Sailesh.Kd

a
School of Management, Sri Krishna College of Engineering and Technology
b
Kalasalingam Academy of Research and Education, Virudhunagar
c
Sri Krishna College of Technology, Coimbatore.
d
PSG Institute of Technology and Applied Research
Abstract:

Case analysis to study the correlation among the products and related brand available in a
web retail platform created by MSME retailers. The correlation can be studied using many
data mining techniques. Market basket analysis (MBA) will be one of the best techniques
to analyze the arrangement system which would optimize the designing of the web space
and strategies to optimize their revenue model. Indeed it enhances the marketing and
inventory management departments to gather information on customers’ purchasing styles
and level of satisfaction. This is highly related to optimization of space and increase in
profit. The association rules, support count, lift and level of confidence measurements from
the data set would read the relationship between the products and brands. From the
literature reviews it was observed that there are many research cases which provides
solutions to larger retailers and exclusively on grocery sector. This case aims to provide a
solution for SME web-based retailers to optimize their web space and improve profits. Data
set of 100 customers who purchase web based from 2 platforms were gathered and the
correlation of the same was studied for optimization. The solution provides valuable inputs
for cross expansions and diversification of new line of products in the same space.

Introduction:

Buying of products over web mode has attained great popularity in recent years. Customers
find it more convenient and comfortable to buy from their own places and they also enjoy
the ease of sitting in a place and avoid the trouble of physical movement in search of their
choices.

During Pre and post Covid period number of businesses exclusively large and medium
scales have developed huge web space to sell their products and services through web-
based mode. Web based form of retailing permits consumers to fetch data of the required
good and services over a period through web mode. There are few familiar brands of web-

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based retailers who support large, medium scale retailers. There is different form of
physical retailers in India. The profitability ratio of physical retailing cum web-based
retailing varies in all geographic locations. But when we compare large, medium and small
retailers it exposes a poor graph for SME retailers. The challenges listed by SME web based
contributes more on space management.

Several reviews were referred to identify the original problem of this case. This case study
focuses on sorting the available web space to promote either their product or their service
in the given point of time. There are several tools and techniques which are recommended
for data analysis and data mining. The original problem starts in analyzing the set of data
which is available with the respective stores.

Problem Statement:

In the case study the research space utilized for development of this case was the web space
of web-based retailer who is dealing with textiles, accessories and related products.

SMILE & SHOP was started in the year 2014 with a capital of Rs. 8,00,000. Since their
inception they have redefined the art of retailing in beauty and personal care products, they
were are also instrumental in fostering the growth of the stores through their tough
transformation from retailing to e-retailing. The mission was redefined now and then and
it states as ‘redefining beauty everyday’. They own 7 product categories ranging from
beauty products to textile products. The turnover of the store was showing a growth graph
since inception started with Rs.8,00,000 and now it has raised to Rs.27,00,000. Value
additions were made to their products and they were promoted in bundles. While moving
forward it was a challenging phase for SMILE & SHOP. They had to look for a commercial
web space which would yield at least a breakeven turnover. The store was able to showcase
all their product categories through the web space and were able to yield good result.

The inventory department was able to make few observations on traffics visiting the store
space and rate of conversion on the visits. It was observed that consumers were visiting the
web space for few listed products and services and quit from the site. The web space
available for promotion is optimally used by the store. The advantage of e retailing is it can
provide hundreds of thousand items in one space and attract consumers to shop. This can
be at least 30-50 times more than the physical stores. For any e- retailer, cost of designing,
storing and referring of any web space for any number of products will represent only a
small fraction of the cost as compared to any physical cost of storing. In the representative

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case study it was observed that the web space utilization was not done optimally. When the
space utilization was done for 5 range of products it was able to fetch good turnover over
the capital investments. The total product categories owned by SMILE & SHOPis 7 in
number. If the shop would concentrate in sort the set of fast-moving products and slow
moving product ranges and analyze the nonmoving and low traffic spaces it would be used
for other category of products and other extension of ranges.

Optimizing the web space to greater level is the business objective of SMILE & SHOP. As
a business analytics suggest methods to manage inventory space through any software
applications/techniques.

ANNEXURE: The following are the data set of customers who purchased products from
SMILE & SHOP - web based platform.

Exhibit: 1- Sample data set

Transaction 1 Tees, jeans, night wear, jacket, lip gloss, sweaters, liners, nail enamel
Transaction 2 Jeans, loose fit t-shirts, big knit sweaters
Transaction 3 Skinny denim, loose fit t-shirts, night wear, liners, lips sticks
Transaction 4 Jeans, long sleeve top, night wear, t-shirts, nail enamel
Transaction 5 Ready to wear blouses, jean, lips sticks, silk under skirt
Transaction 6 Close neck t shirts, skinny denim, jackets, lip gloss
Transaction 7 Boot cut regular, loose fit t-shirts, liners, Skinny denim
Transaction 8 Loose fit t-shirts, nail enamel, liners, skinny denim, lip sticks, Cutlery
Transaction 9 Loose fit t-shirts, sweaters, jean, long sleeve jackets,
Transaction 10 Liners, jean, Ready to wear blouses, silk under skirt, lips sticks
Transaction 11 Loose fit t-shirts, night wear, Tees, jeans, lip gloss
Transaction 12 Night wear, Tees, jeans, big knit sweaters, skinny denim, liners
Transaction 13 Jeans, big knit sweaters, t-shirts, liners
Transaction 14 Liners, sweaters, Close neck t shirts, jeans, jackets, lip gloss
Transaction 15 Cutlery, Ready to wear blouses, lipstick, Silk under skirt, liners

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Proposed Solution and Recommendation:

What is MBA? Scope of MBA in inventory management:

Retailers and e retailers suffer a challenge of maintaining their inventory and store
merchandising space. This is a major issue of both large and SMEin both product
management and space management. There are many techniques to sort products and
manage inventory. One of the best utilized and proposed techniques is market basket
analysis (MBA). This is also called as association analysis in data mining. This will help
retailers to understand the commonly purchased product categories and frequently
purchased product/brand lines. Working of MBA is exposed as below

1. Association Rules
The similarities between productscan be observed through many ways. Those techniques
fall within the framework of the general association. In simple words, thenet result of this
method is a set of rules that can be interpreted as “if that is so.”

Assume there are 12 customers: 10 of them bought jeans, 6 of them bought jean with a
category of t shirts and 3 of them bought ready to wear blouses along with silk under
skirts.

Exhibit: 2

‘ If {Jeans} then {t shirt}‘

The rule means, if a transaction holdsJean,it also contains any t shirts(any form of t shirts).
The collection of items hold in the ‘ if portion‘ of the rule is known as the antecedent and
the item set that is corresponding to the ‘ then portion‘ of the rule is known the
consequent. Typically, only Association rules for which the consequent consists of a single

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item are considered because these are more actionable. Although the number of possible
Association rules can be overwhelming, we normally investigate only the Association rules
that involve antecedent and consequent items that occur together frequently.

2. Support Count
How to measure frequently and occurring instances from these transactions. To formalize
that we need to define the support of an identified item set. Support of an identified item
set is the number of transactions in the given data set which include the item set.
Considering the given data the support of {Jean} is 10, being the transactions 1 2 5 9 10 11
12 13 14

The impact of an Association rule is ruled by the number of transactions that may affect
which is measured by calculating the support of the identified item set consisting of the
union of its antecedent and consequent. Accordingly, for the given data, the support count
of {Jeans, t shirt} is6, being the transactions 1 4 9 11 13 14

Rule of thumb states that only Association rules with a support count of at least 20% of the
total number of transactions is accepted. From the above data set the support count of
{Jeans, t shirt} is 50% which is more than 20% of the total number of transactions.

3. Confidence
In addition to support count, we need another measure known as confidence. Confidence
can be calculated as below

Confidence = Support of {antecedent, consequent} ÷ Support of {antecedent}

From the data set:

Confidence of
{jean and t shirt} = Support count of {jean and t shirt} ÷ Support count of {jean }
= 6 ÷ 10
= 0.6
A high value of Confidence is gives a good association between the antecedent and
consequent. However, this may be confirmed by knowing the lift ratio.
4. Lift ratio
Lift ratio is defined by the following relationship.
Lift ratio can be calculated as (Confidence) ÷ (Support of consequent / total number of
transactions)

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Lift ratio for if ‘ jeans’ then ‘ t shirs’ .

Confidence {jeans and t shirt = 0.6 [as already arrived at]
Consequent = t shirt
Support of consequent = 10
Total number of transactions = 12
Lift ratio = 0.6 ÷ (10/12)
= 0.6 / 0.8
= 0.72
The Lift ratio of 0.72can be inferred as ‘ identifying a customer who has purchased both
jeans and any variety of t shirt
Lift ratio is accepted when it nears or greater than 1.00 suggests that the level of
association between the antecedent and the consequent is higher.
In this case, the highest value is 0.72 which is very near to 1.00.
We can work out the Lift ratio for {Ready to wear blouses and silk under skirts} as using
the same set of formulas. The calculation of MBA can be done using Python.
Python is a programming language which is a widely-used in data science and in this
case we’ve done a Market Basket Analysis using an actual web based retail transaction data
from 15 different buyers’ data set. The result of this market basket analysis could be used
for a data-driven marketing strategy and decision making. From the given data set was
analysis was done using python and the results are exposed.

The output Screen from Python:

Apriori algorithm:

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From the above study it can be concluded that from the optimization of the web space can
either depend on the support ratio of the lift ratio. More we depend and sort our products
based on lift ratio the more the association rule is maintained. SMILE & SHOPcan
calculate MBA every month and sort their products and increase their turnover. The unused
space would be optimally utilized through this method.

References:

Amruta Kadlaskar, ‘A Comprehensive Guide on Market Basket Analysis’, -Data Science

Blogathon, October 2 2021

Gunjan Agarwal, ‘End-to-End Introduction to Market Basket Analysis in R”, --Data

Science Blogathon, October 6 2021.

K. T. Ratnayaka, K. N. Seneviratne, W. Jianguo and H. I. Arumawadu, "A Hybrid

Statistical Approach for Stock Market Forecasting Based on Artificial Neural Network and
ARIMA Time Series Models".

Le, Xuan-Hien; Ho, Hung V.; Lee, Giha; Jung, Sungho. 2019. "Application of Long Short-
Term Memory (LSTM) Neural Network for Flood Forecasting." Water 11, no. 7: 1387.

SushilaAghav-Palwe; Dhirendra Mishra, Statistical tree-based feature vector for content-

based image retrieval , IJCSE 2020,21(4)

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Village to Eco-Village: Reimagining Sustainable Livelihood through

Community mindset
Satyendra C. Pandey a*, Pinaki Nandan Pattnaikb
a
Institute of Rural Management Anand (IRMA), India
b
Department of Management Studies, NALSAR University of Law, Hyderabad, India

Abstract: A typical afternoon thunderstorm rolled in over Muduligadia, a small village in

the easter state of Odisha in India, in early August 2019. The Eco-Development Committee
(EDC) of the village was enjoying well-deserved attention from print and broadcast media
recognizing the initiative of the village. Nestled on the banks of the river Mahanadi and
adjoining the Satkosia Tiger Reserve, Muduligadia was a village in one of the most hostile
geographic locations that any village can imagine being at. Flooding in the monsoon was
an annual phenomenon and the hostile forest on the other side presented those in the village
with a double whammy of sorts. This is not unique to villages in India. With receding
agricultural output due to ecological imbalance, educated and aspirational youth population
and limited scope to earn a livelihood, villages have almost lost their old-world charm. But,
unlike other such villages along the riverbank, Muduligadia was special. In 2019, with
barely thirty-five households, it became the first village in Odisha to attain self-
sustainability with zero-waste and 100% eco-friendly livelihood initiatives.1 It also became
the first-ever hamlet to be remodelled into an eco-village exclusively by the community
members, contrary to the other initiatives that had generally seen the participation of
outside agencies and often originated from commercial interests.

With reduced out-migration of youth and tangible economic benefits, the village has
become a hallmark for community based interventions for development. Its popularity has
ignited discussion in other villages for replication. As the president of EDC saw the first
lightning strike on the horizon, he wondered if Muduligadia could be replicated? He
thought that successful replication needed several questions to be answered: how to map
the competitive advantage of this eco-village? How to undertake the task of changing the
mindset of village residents towards becoming eco-sensitive? Who are the key

1
https://www.newindianexpress.com/states/odisha/2019/nov/03/odishas-first-eco-village-comes-up-at-
nayagarhs-muduligadia-2056362.html, accessed, August 9, 2020

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stakeholders? What kind of opportunities or threat exists? Is it possible to undertake

replication of shared resources? What are the performance determinants of such a venture?

ENVISAGING ECO – VILLAGE

Human society is faced with a fierce challenge to sustain itself. It is the result of rapid
industrialization and ever-increasing consumerism.2 The impact that it has had on our
social, economic, cultural, and ecological systems has been devastating. We face an
explosion of population, ever-increasing pressure on agriculture leading to heavy
dependence on chemical fertilizers and pesticides, socio-economic inequalities, depleting
natural resources, ecological degradation and climate change.3 The risks are unfathomable.
Over dependence on trade, optimal production costs and rampant abuse of resources has
resulted in a world that is fast becoming unsustainable. During these turbulent times,
several attempts are being made by groups of people to create sustainable solutions for a
future that is more inclusive and closer to nature.

As a concept, eco – villages started taking shape in early 1960s. Considered as the ‘mother
of all eco-villages, The Park, in Moray, Scotland, was established near the village of
Findhorn’ in 1962 at as an experimental community project.4 Its success led to similar
projects in many countries across the world and culminated in the establishment of the
Global Ecovillage Network (GEN). According to the GEN, an eco-village is defined as,
“an intentional or traditional community using local participatory processes to holistically
integrate ecological, economic, social, and cultural dimensions of sustainability in order to
regenerate social and natural environments.”5 The core philosophy of eco-villages rests on
intentional planning and resident behavior for minimal or no ecological impact as an
alternative to an industrial society that thrives on consumerism. In usual cases, such villages
have small population who depend primarily on the natural environment for livelihood and
sustenance through shared ecological resources as well as socio-economic, cultural, and
spiritual values. Broadly speaking, the underlying principles of eco – villages are embedded

2
Burke, B. & Arjona, B. (2015). Creating Alternative Political Ecologies through the Construction Of
Ecovillages And Ecovillagers In Colombia. In Lockyer, J. & Veteto, J., Eds., Environmental Anthropology
Engaging Ecotopia (pp. 235–250). Oxford; New York: Berghahn Books.
3
Greenberg, D. (2015). Academia’s Hidden Curriculum and Ecovillages as Campuses for Sustainability
Education. In Lockyer, J. & Veteto, J., eds., Environmental Anthropology Engaging Ecotopia. (pp. 269–
285). Oxford; New York: Berghahn Books.
4
https://medium.com/responsible-travel/what-is-an-ecovillage-here-are-some-of-the-best-international-
ecovillages-6346107ef419 accessed, August 9, 2020
5
https://ecovillage.org/projects/what-is-an-ecovillage/ accessed, August 9, 2020

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in “a human-scale, full-featured settlement in which human activities are harmlessly

integrated into the natural world in a way that is supportive of healthy human development,
with multiple centres of initiative, and (which) can successfully be continued into the
indefinite future.”6 The four pillars of a successful eco-village are sustainable economic,
societal, cultural and environmental practices.7

In the recent times, Indian villages emerged as a centre of experimentation, and with the
support of civil society organizations, self-motivated youth, and government agencies, it
had achieved transformation in eco-villages. The western state of Gujarat in India had
developed the country’s first eco-village, Dhaj, with the joint efforts of the Gujarat Ecology
Commission, Forest and Environment Department of the state. Subsequently, few other
villages on the similar lines were developed in other states of the country, such as
Maharashtra, Bihar, and Rajasthan.

Spread over 345 hectares, Muduligadia is located in Gania tuluk of Nayagarh district in the
state of Odisha. In 2009, it had 27 households with a total population of 91 people.8 By
2019, the small village was populated by 35 households who depend on the adjoining forest
or the Mahanadi River for livelihood.9 It is situated 136km from Bhubaneswar, the capital
of Odisha, 18km away from sub-district headquarter Gania and 73km away from district
headquarter Nayagarh.10 All economic activities by villagers were seamlessly integrated
into their natural environment. The population has been residents from the time they can
remember and have a very strong relationship with the ecology that provides for them. The
camaraderie that they share is of a family rather than that of fragmented families. They fit
in appropriately into the eco – village fundamentals identified by Dawson (See Exhibit 1).11

PRACTICES, PREJUDICES AND MINDSET

Life in the uncertain and dangerous buffer zone of the Satkosia Tiger Reserve has not been
easy. For livelihood, villagers have a traditional practice of going into the forest to collect

6
Gilman, R., & Gilman, R. (1995). Why Eco-Villages. Eco-Villages and Sustainable Communities: Models
for 21st Century Living, 11-13.
7
https://www.iberdrola.com/environment/ecovillages-alternative-ecological-communities accessed,
August 9, 2020
8
https://villagedata.in/odisha/nayagarh/gania/Muduligadia accessed, August 9, 2020
9
https://www.mycitylinks.in/odisha-sets-up-first-eco-village-in-satkosi, accessed, August 9, 2020
10
https://villageinfo.in/odisha/nayagarh/gania/muduligadia.html accessed, August 9, 2020
11
Dawson, J. (2006). Ecovillages: New Frontiers for Sustainability, Schumacher Briefing No. 12. Chelsea
Green Publishing.

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honey, berries, roots, and firewood. The livelihood of Muduligadia’s residents depended
largely on the season. Monsoon was the toughest of all as on one side the Mahanadi would
breach its banks12 and on the other, the forest would be a dangerous place to visit with
minimal collection. This drove many of the youth out to cities to earn a livelihood. The
villagers, though, believed in the village goddess for miracles and swore never to leave
their motherland.13 To them, it was a dangerous move and that the goddess would curse
them for leaving her unattended.

The size of the population and distance from the city meant that the villagers had no access
to schools. This resulted in a lack of basic sanitation and hygiene awareness. They attended
to their daily chores in the river and then used the same for drinking as well as cooking.
Open defecation was the norm, and it led to disease outbreaks regularly. Household garbage
would be thrown astray at the roadsides or even into the Mahanadi river, leading to abject
pollution.14 Life in the village, Baispalli Reserve Forest Sanctuary region, was very
traditional. The males went on to the river to fish or to the forest to collect consumables
and firewood that could be used to cook food. If they managed enough, they sold the extra
in the nearby market to buy food grains. Females stayed home and spent their time
attending to household work. Burning firewood for cooking had a severe impact on the
women of the households who suffered from respiratory diseases or developed severe
ailments.15

The change seemed unreliable. It challenged their core mindset. They did not like it as they
had not experienced it. It was challenged in 2016 when Muduligadia was integrated into
a Community Managed Nature Tourism programme by the Government of Odisha.16 This
integration was not easy and was challenged on all fronts. The villagers saw this as an
incursion to their way of life. The Government proposed several changes to the villagers
went about their daily life. Education, sanitation, hygiene, river conservation, organic

12
https://en.wikipedia.org/wiki/Mahanadi accessed, August 10, 2020
13
http://gopabandhuacademy.gov.in/sites/default/files/gazetter/Nayagarh_Gazetteer.pdf accessed,
August 10, 2020
14
https://theindianness.com/odishas-first-eco-village-comes-up-at-muduligadia/ accessed, August 12,
2020
15
https://www.etvbharat.com/english/national/state/odisha/muduligadia-first-eco-village-of-
odisha/na20191107100608270 accessed, August 12, 2020
16
http://www.uniindia.com/odisha-to-set-up-satkoshia-sands-resort-to-promote-eco-
tourism/others/news/261489.html accessed August 12, 2020

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farming, sustainable architecture etc., became a part of the to-do list.17 Progress was slow,
but eventually, the villagers, as a community, saw purpose in what was being proposed.
The creation of the eco-village was life-altering for them.

FIRST STEPS

In 2017, the residents of Muduligadia reached out to Ms. Anshu Pragyan Das, Indian Forest
Services (IFS) officer, who was the Divisional Forest Officer of the Mahanadi Wildlife
Division, Government of Odisha, for help and guidance. Someone who enjoyed wildlife
photography and the author of two books felt connected to the cause.18 She suggested that
with efforts from the villagers, an attempt can be made to transform their abode into an eco-
village. Her role in this experiment was crucial. She could muster all possible support from
the Government, and it proved significant.19

She realized that the transformation should necessitate fundamental changes in the villagers
and at the same time require governmental interventions as well. Therefore, the department
extended necessary support to help the village become self-sustained by providing essential
support in engaging in livelihood activities. She charted a two-pronged strategy. On the one
hand, she began consultations with the villagers and EDC to understand them and introduce
necessary changes. As a first step, she made them move away from their age-old
dependence on the forest for food and firewood. To complement her suggestion, she
enabled cooking gas connections to all the households.20 This brought down the pollution
from burning firewood on the one hand and a drop in pulmonary conditions among the
women who cooked food. The next step was to help build toilets in every household to
make the village open defecation free. Due to socio-cultural barriers, this took several
rounds of awareness sessions but eventually, in 2019, the village was declared open
defecation free. Similarly, running water connections for each household was arranged to
reduce the dependence and exploitation of the river water.21

17
https://odishabytes.com/odishas-first-self-sustainable-ecovillage-comes-up-on-foothills-of-satkosia/
accessed, August 15, 2020
18
https://www.revoi.in/ecotourism-how-a-woman-forest-officer-helped-villagers-support-their-
livelihood/ accessed, August 19, 2020
19
https://yourstory.com/socialstory/2020/07/forest-officer-village-odisha-eco-tourism accessed, August
19, 2020
20
https://www.utkaltoday.com/odisha-first-eco-village/ accessed, August 20, 2020
21
https://thecsrjournal.in/forest-officer-improves-life-of-forest-dwellers-by-leading-transformation/
accessed, August 20, 2020

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SUSTAINABLE LIVELIHOOD

Sustainable livelihood is a critical aspect of creating and sustaining eco-villages as it keeps

priorities of those concerned at its core. By identifying and crafting opportunities around
people, it garners support at a grassroots level. It has proven to continue longer than such
livelihood projects that necessitate newer skill development or capability enhancement.
Being people-centric in its approach, sustainable livelihood projects work best in
communities where the intent of the people is paramount.22 Key elements of this approach,
including, participatory local development for key sectors through the integration of
stakeholders, augurs best for rural and community development as well.23 The success of
such attempts rests on how best people connect with their immediate ecology and direct
their efforts towards developing themselves through skill and capability development to
work in consonance with it.24 Functioning at multiple levels, these attempts require sync
between residents of the village or community, government agencies, and the private sector.

By 2017, the village residents at Muduligadia had realized that conscious efforts need to be
undertaken to save the village from decaying into a historical settlement. They began the
process of change by identifying sectors that could create livelihood opportunities. A few
factors that facilitated such change were inherent to the community.25 Being small in size,
having similar economic dependencies and having access to the same natural resources
became strengths rather than being weaknesses. Similarly, being a highly cohesive
community with a strong linkage to the village gave them a purpose too.26

The villagers began their journey of resurgence through self-discovery. Villagers formed
an Eco-Development Committee (EDC) and developed a mechanism to make the project
self-sustained.27 EDC, along with the forest department and the state government took the

22
Haidar, M. (2009, December). Sustainable Livelihood Approaches. In The Framework, Lessons Learnt
From Practice And Policy Recommendations. Expert Group Meeting on Adopting the Sustainable
Livelihoods Approach for Promoting Rural Development in the ESCWA Region Beirut (pp. 21-22).
23
Scoones, I. (1998). Sustainable rural livelihoods: a framework for analysis.
24
Baumgartner, R., Baumgartner, R., Högger, R., & Hogger, R. (Eds.). (2004). In search of sustainable
livelihood systems: Managing resources and change. Sage.
25
https://kalingatv.com/features/odishas-first-eco-village-muduligadia-in-nayagardh-district/ accessed,
August 14, 2020
26
https://www.odisha360.com/2020/02/21/success-story-community-of-badmul-ecotourism-in-satkosia-
tiger-reserve/ accessed, August 15, 2020
27
https://m.dailyhunt.in/news/nepal/english/kalinga+tv-epaper-
kalingtv/odisha+s+first+eco+village+muduligadia+in+nayagardh+district-newsid-n196666680 accessed on
August 14, 2020

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responsibility of architecting a turnaround. It was also the responsibility of the committee

to liaison with the government. Several meetings were held to identify sectors that needed
attention. Their natural environment, day-to-day practices and culture were identified as
key livelihood sectors.

• Ecotourism: One of the first initiatives undertaken by the village committee was to
introduce eco-tourism as a means of livelihood.28 The mighty Mahanadi river, the
Satkosia gorge and the tiger reserve were gifts of nature. In 2018, with help from
the forest department, the Satkosia Sand Resorts (See Exhibit 2) was set up with
tents on the river sand banks. The eco resort started generating revenues within six
months of being established. Of the thirty five households, thirty are involved in the
resort. On an average, the resort earned one crore ($ 1,33,500 approximately) each
for the financial years 2018-19 and 2019-20. This enabled a monthly income of
rupees fifteen thousand ($ 200 approximately) for each of the households.29 This
was a phenomenal rise in family income for the villagers from being dependent on
income from collections from the forest.30 President, EDC stated,
“The eco-village has generated employment for people living near the protected
area and has been a source of awareness for conservation. The entire landscape now
boasts of zero fire, zero poaching and zero dependence on forest. The community
in return has helped increase health of forest and wildlife population”31.
• Infrastructure development and maintenance: Muduligadia is a transformed
village now. Paved roads, colorful huts, dustbins for trash collection, signboards on
roads, intricate paintings, and motifs on the walls of the village homes welcome
tourists to a memorable experience (see Exhibit 3). Using eco-friendly colors and
paints, the villagers have expressed themselves, their traditions and culture on the
outer walls of their thatched roof mud houses. Trees have been planted beside the
roads, and lush green local grass has replaced the weeds and brush. Through the
EDC, the villagers have formulated a ‘No-Litter’ policy for the village as well. The

28
Tao, T. C., & Wall, G. (2009). Tourism as a sustainable livelihood strategy. Tourism management, 30(1),
90-98.
29
https://www.orissapost.com/communities-in-nayagarh-show-way-on-eco-tourism/ accessed, August
16, 2020
30
https://interviewtimes.net/nayagarh-muduligadia-started-an-ecotourism-project-enables-the-villagers-
to-earn-1-crore-every-year/ accessed, August 15, 2020
31
https://www.newindianexpress.com/states/odisha/2019/nov/03/odishas-first-eco-village-comes-up-at-
nayagarhs-muduligadia-2056362.html accessed, April 12, 2021

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garbage from the dustbins and households are collected and recycled daily. They
have also enforced a plastic-free policy and follow it stringently.32 The villagers
themselves do maintenance of all common properties, and they have equipped
themselves with essential vocational skills. This has also led to income bearing
activities by the villagers. Another major outcome of such activities has been
returning a few villagers back to the village in the last two years. Outmigration has
also reduced since their transformation into an eco-village.
• Festivals: One of the other sectors that was also identified as crucial was local
festivals. The villagers have created a beautiful community festival area that
overlooks the scenic foothills of the Satkosia hills. During festivals, the villagers
engage in traditional dance, food, and celebrations. Tourists are invited to
participate in the events and enjoy the life of the villagers along with them.33 This,
too, has been one of the most successful endeavors of the EDC. The economic
benefits from these festivals have made the village prosper. The villagers engage in
activities ranging from event organization to engaging in translations for foreign
tourists.
• Organic Farming: Historically, the village residents were mostly dependent on the
forest for their daily food. Agriculture was never a top of the list activity, although
some of them did seasonal farm vegetables occasionally. But with the
transformation into an eco-village, the villages had a change in several of their age
old practices as well. Agriculture was one of the most significant ones. Paddy fields
sprung up and seasonal vegetable farming became a year round activity. The
villagers decided to use organic manure only (treated cow dung) over chemical
fertilizers. This too created employment and earning opportunities for many of the
villagers. Cattle raising and dairy farming was undertaken by some who also gained
from the sale of cow dung.34

Through vocational training, the villagers were helped in acquiring skills to transform their
village into an eco-village and be gainfully employed by such transformation. These
interventions helped Muduligadia become one of the most successful community–based

32
https://www.business-standard.com/article/economy-policy/locals-participate-to-create-odisha-s-first-
eco-village-on-mahanadi-banks-119110200989_1.html accessed, August 18, 2020
33
https://www.ecotourodisha.com/ecotourism.php accessed, August 20, 2020
34
https://cornflour56.rssing.com/chan-24355170/latest.php accessed, August 19, 2020

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eco-tourism experiments in the state of Odisha. It was the only model where almost 80 %
of the revenues from eco-tourism activities is circled back to the community as wages and
the rest 20 % was plowed back into maintenance and development of the tourist sites which
in turn increased tourist footfall leading to better income channels for the villagers.35

Like Muduligadia, several other villages that shared contours with the Mahanadi river and
the Satkosia Tiger Reserve, with similar lifestyles, started taking cognizance of
possibilities. A few of them contacted the government after reading about Muduligadia in
several newspapers to explore transforming their villages into eco-villages. The
government might want to create a playbook for replicable transformation. The villages
might undertake similar transformation experiments themselves. But before any decision
can be taken, the key stakeholders must conceptualize and design a strategy for such
transformation. They must also map where they want to reach. How to create a parametric
scale to measure success? How to identify and get the key stakeholders ready who has the
tenacity to handhold such a transformation? Should such replications be undertaken
unhindered?

Discussion Questions

Q1 - What kind of enterprise is Satkosia Sand Resorts?What are the elements of

sustainability that Satkosia is working on? As the EDC president, if you were to draft a
mission and vision of Muduligadia eco-village, what would that be?

Q2 - Who are the salient organizational stakeholder groups that may pose a threat (or
opportunity to the Satkosia Sand Resort and Muduligadia model village?

Q3 – As EDC president, what do you think, if more such villages were to develop in eco-
village in the state, will it compromise Muduligadia’s position. How is the competitive
environment in the arena of eco-tourism?

Q4 - Critically evaluate the competitive advantages of Muduligadia eco-village?

Q5 - The case for replication and requirements for replication

35
https://homegrown.co.in/article/804563/forest-officer-creates-odisha-s-first-eco-village-on-the-banks-
of-mahanadi accessed, August 20, 2020

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Q6 - What are the Performance determinants of an Eco-Tourism model like the

Muduligadia eco-village?

Q7 - How do multiple stakeholders align and express their interest?

EXHIBIT 1: FIVE PRINCIPLES OF ECOVILLAGE

1. Ecovillages are private citizens’ initiatives. They’re grassroots.

2. Ecovillagers value community living.
3. They are not overly dependent on government, corporate, or other centralized
sources for water, food, shelter, power, and other basic necessities.
4. Ecovillagers have a strong sense of shared values, often characterized in spiritual
terms.
5. They often serve as research and demonstration sites. Many offer educational
experiences for others.

Source: Ecovillages: New Frontiers for Sustainability, by Jonathan Dawson (President of

GEN, Co-Director of GEN-Europe), Chelsea Green Publishing, 2006.

EXHIBIT 2: ECO-TOURISM AT MUDULIGADIA

Source: https://www.etvbharat.com/english/national/state/odisha/muduligadia-first-eco-
village-of-odisha/na20191107100608270

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Source: https://www.ecotourodisha.com/ecotourism.php

EXHIBIT 3: INFRASTRUCTURAL DEVELOPMENT AND MAINTENANCE

Source: https://www.revoi.in/ecotourism-how-a-woman-forest-officer-helped-villagers-
support-their-livelihood/

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Source:https://www.townsoftheworld.com/India/Orissa/Balaramprasad/Videos?page=CCgQAA

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RAPID CONSTRUCTION FOR COVID EMERGENCY

Arghyakamal.Bhattacharyaa*, Jayanthi CVa
a
WILP, BITS Pilani

Abstract

This case study is based on Consultancy Management practices. To restrict and combat
the pandemic the most successful way was swiftly constructing emergency facilities. Since
there were no proper legal norms and laws laid out to do so in the past, creating projects
require organizational citizenship behaviour among workers. H and L were two
hospitals constructed in record fast time. Like this we have civil engineer from Gorakhpur,
Shriti Pandey who built hospitals using stubble of 6,000sq ft having 75 and odd beds in 80
days in a small village near Patna. This paper provides study relevant tackle Disaster in
getting best practices in management.

Introduction

The COVID-19 pandemic arose across the globe at the start of 2020. Count of infected
people by the 10th of August 2020, was 19.72 million in 216 countries, more than 728,013
deaths (Ling 2021). The pandemic of COVID-19 is a worldwide public safety and health
disaster. It was inferred that an early test, early diagnosis, early treatment, and early
isolation require huge-scale testing (Ling 2021). In places with a major pandemic outbreak
rapid developing of emergency hospitals was a necessity. The Government of China agreed
upon creating large-scale immediate facilities by January 2020, in Wuhan at China, within
a span of two weeks.

Background

The pandemic Corona, Omicron etc., are stressing governments to re-examine their health-
care systems more precisely. In this study we learn from China, about how to build
emergency structures at the time of pandemic Sustainability of business for building
competitive advantage is also an ethical approach for building markets resulting in
supporting innovative solutions that have a positive impact on society. It also creates social
value and social profit. It relates to the mantra of ‘doing well, by doing good’(Jabłoński et
al., 2020) Every country also have positive sides to learn from.

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Hospitals play a vital role in providing emergency health services in the healthcare system.
Around the world, catering to patients with varying levels of illness severity has been a
pivotal challenge for healthcare systems. Variable patient demand, affecting the capacity
of the hospital and general functioning, as well as developing risks based on the location
of the hospital, medical personnel, patients, as well as the healthcare method. Thereby,
leading a rapid increase in the disease transmission.

Problem

To restrict and combat the major COVID-19 pandemic, the most proven way was to swiftly
construct emergency facilities. Since there were no proper legal norms and laws laid out to
do so in the past, building such quick megaprojects require organizational citizenship to
create behaviour among participants then only a formal management structure. (Wang et
al., 2021) The government alone often is insufficient to manage and handle such
unprecedented epidemic hence community participation comes into play to cater to the
urgent needs of the hour. In this study, two hospitals built in emergency specially for
COVID-19 have been used as cases to understand model for such a project. H and L were
two multi-specialty hospitals built in time of emergency. Also, they had civil engineers
from Gorakhpur like Shriti Pandey who built COVID hospitals using stubble of 6,000sq ft,
75-bed, in 80 days in a small village near Patna.
Governments have commissioned for emergency hospital projects when deployment of
modular healthcare facilities have been the need due to the rise in COVID-19 reaction.
These temporarily constructed ones are by converting public places which exist into health-
care facilities, sometimes stadiums and other times even convention centres.
This study about these spectacular models will encourage project managers to engage
community participation in urgent megaprojects through public emergency management to
achieve the project objectives. It gives way for learning disaster management techniques
useful for consultancy practices.
This case study adopts descriptive analysis using secondary data.
To construct emergency facilities like hospital/shelter to restrict and combat the major
COVID-19 on urgent basis and cater to the huge population in countries like China and
India is a huge challenge. Indian healthcare facility relies mainly on the private sector,
while other healthcare facilities are underwaters manpower, as well as an experience to deal
with the epidemic. The number of patients is increasing amidst the lockdown, and every
hospital in the country should be prepared to deal with the first pandemic in history. The
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increasing number of suspected and confirmed cases has already outpaced the admitting
range of the chosen medical facilities. We must devise and implement several strategies to
adequately prepare for the service. It is important now to understand what drives some of
the firms to be more ethical and socially responsible especially when resources are
restricted and survival is under threat. (He & Harris, 2020) Also collective bottom-up
initiatives would take time to surface but the power of individual efforts well should not be
underestimated at all. Innovative firms in Japan which were born from such passionate
individuals at times of crisis WW II made them famous.(Momaya, 2020)

Proposed Solution

Engineered modular composite panels were used to construct the building, which saved
huge time and decreased workload of the field operations. To meet rapid construction
requirements building information model (BIM) technology was used to construct and
design work. Also, data analysis on the unmanned aerial vehicles (UAVs) and artificial
intelligence in engineering construction have been used. To achieve maximum efficiency,
overall hoisting and on-site construction were carried out. Other high-tech technologies
namely drone, 5G, and big data for rapid fabricated steel structured systems construction
have been incorporated in the construction tools and equipment.

Wuhan City Disease Prevention Headquarters had zeroed upon in building L hospital in a
span of fifteen days in January 2020. Wuhan’s second hospital came up in place where their
previous 2019 Military World Games (MWGs) athlete restaurant existed, to treat patients
diagnosed with COVID-19, known as L hospital, in J Area. Designed by Z Architectural
Design Institute, erected by China Construction Third Engineering Bureau as the general
contractor and organized by the Wuhan Real Estate Group. It consisted of one thousand six
hundred beds. Two H hospitals equals the capacity of the L hospital. Normally, a
construction of this level can only be done in three to five years, where L hospital came
into service in a couple of weeks.(Peng et al., 2020) During the peak construction time,
more than 10,000 employees were engaged to build 1500 pieces of equipment and
machinery. On February 4, 2020, almost more than 50% of the road hardening was
completed, 96.5% of the box-type ward buildings was finished, the rest usable supporting
rooms’ bases like liquid oxygen units, liquid chlorine dosing areas, the positive and the
negative pressure station houses, etc. were made, the construction of plumbing and
machinery of the sewage treatment station was completed, and the waste incineration
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station’s structure was also completed. Approximately 7,906 construction workers, 1,025
building supervisors, and 1,491 number of excavators, cranes, and other machinery and
equipment were brought into construction site. Tight time and heavy tasks were the biggest
challenge for this construction. A construction area of 79,000 square-meters with 1500 beds
were delivered in less than ten days. The yearlong construction was constricted into less
than ten days. Thus, prefabricated modular composite buildings construction methods were
proved to be inevitable.

Requirements for the construction of urgent service projects were more; the design and the
construction time period were short since the conventional construction method was not
easy to meet the peoples’ needs in emergency. Top to bottom approach is followed in
conventional civil construction procedures and are executed layer after layer. Once the roof
is concealed, equipment, the enclosure structure, pipelines, etc. are completed thereafter.
After the top and external walls are closed only then the interior decoration is started.
Hence, it is often important to finish the ongoing processes before moving on to the next
cycle. Concluding the construction takes long time, complicated preparations, and low
flexibility. The construction and design methods of the prefabricated modular box buildings
are not similar. It uses a room as the base unit and is not dependent in structure relatively.
The error in dimension amongst the other systems does not affect the completion and the
overall use of building construction. This is constructed in a parallel onsite, combining the
usual serial processes. When the process is parallel, it reduces the time of the construction
simultaneously. Hence these prefabricated modular box buildings are “light, good, fast,
energy-saving, energy-saving and environmental protection.”36

BIM technology has been sturdy. While designing a BIM model before construction a
standard was needed before construction and during construction. The establishment of
BIM model requires to follow the design of the structure size, parameters and the types of
the materials as per the prefabricated building’s requirements. The entire process of the
construction of the L hospital however took only 12 days, from January 20 to February 1,
2020.37 The construction process is divided into the given stages: leveling of the site

36
Marek Jablonski, Paul Timmers, Joseph Sarkis. "Sustainability in business models in the network
economy",
Electronic Markets, 2020.

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→excavation of pipe trench and local backfilling →construction of site hardening floor →
construction of the HDPE membrane → strip and shaped steel buttress, raft foundation
construction → installation of the box house and the steel structure→ wall partition and the
roof installation → installation and decoration of pipeline → installation of medical
equipment and furniture commissioning.(L. Chen et al., 2020)

Schedule of the construction:

The platform of KIM simulation classifies and saves the engineering information. The KIM
model is used to call up the required knowledge, like window and door statistics, connector
types, etc., and also provide the constructor with the processing drawings and the schedules
as per the process of the construction of L Hospital.
Concurrently, a transportation plan of scientific importance is developed to assure the
premade components reach the construction site on time. Fully using the BIM site model,
a visual layout has to be achieved, and design of the construction site is judged so that it is
reasonable, and the area of the material storage yard matches the desired requirements. It
can view the site model’s dynamic change information simultaneously in time according
to the project schedule and adjust the unreasonable layout. After being put into use, the
BIM intelligent system is used to monitor the medical staff’s working environment in real-
time, effectively enhancing the emergency facilities’ management ability.

Recommendations

L hospital is an interim medical facility to deal with such a major pandemic. First, obstacles
of the heavy-duty jobs, quick time, and high design demands had to be removed. Secondly,
during the construction phase, it got benefitted from the efficient coordination ability of
design and the more refined lightsteel structure assembly modular building system. To
complete the giant construction in a relatively short period of time BIM was handy in the
whole process of design and construction, pre-simulating the design plan and construction
plan, and using structural assembly modular construction technology. 38As per design and
development practice of the L hospital, the following recommendations are made:

38
ww.ncbi.nlm.nih.gov

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(1) BIM technology facilitates an information interaction platform and various construction
related information can be shared. Engineering design coordination can also be achieved.
L construction model is enhanced by KIM, and hundreds of designers from across the
country had collaborated to share information and jointly complete the model creation.
Different design models were processed on the information interaction platform at regular
interval, the interaction, combination of models, and collaborative design played a huge
role.

(2) During the initial design phase, a 3-D information model was prepared using BIM
software to understand the relationship between the building and the site, the site leveling,
and the spatial positioning were performed as per the analysis results.

(3) The primary criteria of enhancing industrialization development of prefabricated

buildings
are standardized design. Standardized production and regulated assembly must be attained
using a standardized method. It was necessary to simplify the design process and coordinate
the construction simultaneously. In the initial phase of design, clear communication had to
be made to set the right expectation with the construction vendor in terms of the
construction period, processing and transportation, human resources and equipment,
material supply, on-site construction method, etc., so as to lessen the on-site adjustment
hazards and modification.39

(4) To monitor the process of construction digital models, enable companies, using high-
end technology like big data, drones, artificial intelligence, and 5G. Modular construction
not only reduces development costs but also increases the construction speed by more than
50%. Productivity is increased as different construction tasks can be done simultaneously.
Thereby customer gets a comprehensive construction model.

(5) Constructors of the L hospital studied the structural design of the X Hospital made in
2003. Thereafter, the function, scale, materials, and technology of the development had
been further improved, and the level of industrialization of the assembly system accepted
gets higher. The X Hospital is the fastest way to build medical facility which appears to be

39
Ibid.,

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like a movable plank house, a way to cater during any urgent situation like epidemic. Study
on these construction models equip us with the management tactics to handle such epidemic
and urgent situations in near future.
Finally, to echo the inspirational words of Winston Churchill, “Success is not final, failure
is not fatal; it is the courage to continue that counts”, we need the courage to face the brunt,
willingness to face the fear, and ability to build and amplify resilience and rebuild our
confidence and trust in global health systems.(Liu et al., 2020)
References

1. hen, L.-K., Yuan, R.-P., Ji, X.-J., Lu, X.-Y., Xiao, J., Tao, J.-B., Kang, X., Li, X.,
He, Z.-H., Quan, S., & Jiang, L.-Z. (2021). Modular composite building in urgent
emergency engineering projects: A case study of accelerated design and
construction of <b>Wuhan Thunder God Mountain/Leishenshan
hospital</b> to COVID-19 pandemic. Automation in Construction, 124,
103555. https://doi.org/10.1016/j.autcon.2021.103555
2. Chen, L., Yuan, R., Ji, X., Lu, X., Xiao, J., & Tao, J. (2020). Since January 2020
Elsevier has created a COVID-19 resource centre with free information in English
and Mandarin on the novel coronavirus COVID- 19 . Modular composite building
in urgent emergency engineering projects : A case study of accelerated design and
construction of Wuhan Thunder God Mountain / Leishenshan hospital to COVID-
19 pandemic. January.
3. He, H., & Harris, L. (2020). The impact of Covid-19 pandemic on corporate social
responsibility and marketing philosophy. Journal of Business Research, 116, 176–
182. https://doi.org/10.1016/j.jbusres.2020.05.030
4. Jabłoński, M., Timmers, P., & Sarkis, J. (2020). Sustainability in business models
in the network economy. In Electronic Markets (Vol. 30, Issue 4, pp. 675–678).
Springer Science and Business Media Deutschland GmbH.
https://doi.org/10.1007/s12525-020-00444-1
5. Liu, Y., Lee, J. M., & Lee, C. (2020). The challenges and opportunities of a global
health crisis: the management and business implications of COVID-19 from an
Asian perspective. Asian Business and Management, 19(3), 277–297.
https://doi.org/10.1057/s41291-020-00119-x
6. Luoa, Hanbin, Liua, Jiajing, Lia, Chengqian, Chena, Ke, and Ming Zhang, (2020)
Ultra-rapid delivery of specialty field hospitals to combat COVID-19: Lessons
learned from the Leishenshan Hospital project in Wuhan,
https://doi.org/10.1016/j.autcon.2020.103345, Automation in Construction.
1033453.
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7. Man Zhou, Yaying Chen, Xiaolong Su, Meng Ling An, Rapid construction and
advanced technology for a Covid-19 field hospital in Wuhan, China,
https://doi.org/10.1680/jcien.20.00024, Volume 174 Issue 1, February 2021, pp. 29-
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8. Momaya, K. S. (2020). Return from COVID-19: Thinking Differently About
Export Competitiveness and Sustainability. International Journal of Global
Business and Competitiveness, 15(1), 1–9. https://doi.org/10.1007/s42943-020-
00012-6
9. National Disaster Management Authority. (2014). Guidelines for community-based
disaster management. Retrieved from
http://ww.ndma/gov.in/pdf/draftnationalpolicyguidelinesonCBDM
10. Peng, F., Tu, L., Yang, Y., Hu, P., Sun, J., Xu, G., & Chang, C. (2020). Management
and Treatment of COVID-19 : The Chinese Experience. Canadian Journal of
Cardiology, 36(6), 915–930. https://doi.org/10.1016/j.cjca.2020.04.010
11. Ting, Li Chief Eng., Li-ming Yuan Senior Eng., Guo-qiu Hou Senior Eng. & Yi-
feng Wu Eng. (2021) Rapid Design and Construction Management of Emergency
Hospital During the COVID-19 Epidemic, Structural Engineering
International, DOI: 10.1080/10168664.2021.1955087
12. Wang, W., Fu, Y., Gao, J., Shang, K., Gao, S., & Xing, J. (2021). How the COVID-
19 Outbreak Affected Organizational Citizenship Behavior in Emergency
Construction Megaprojects : Case Study from Two Emergency Hospital Projects in
Wuhan , China. 37(3), 1–14. https://doi.org/10.1061/(ASCE)ME.1943-
5479.0000922

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Why do Health Insurance Policies not win the hearts and minds of the
Middle Class? What will make them be insured? A Case study of the
Indian Health Insurance sector.

R Muralia*, K Mohamed Jasimb, Y Arul Sulochanaa

Department of Management Studies, St Joseph Institute of Management, St. Joseph’s College

a

(Autonomous), Trichy
b
MEASI Institute of management, The New College Campus, Chennai

Abstract

India is a diversified country with a population of 138 crores. Not only the country is rich
in its population, but India is also one of the fastest-growing countries in terms of economy.
World economic forum indicated that India is estimated to have 80% middle-class families
in the year 2030. A nation with a young workforce and environment for carrying out any
business is perceived to be the most attractive destination for investments. While India is
rich in a dynamic workforce and consumer-driven economy, still do not have a consumer-
centric health insurance policy. During the time of medical emergencies, the majority of
the people in India face OOPE (Out of Pocket Expenditure) which pulls them into poverty.
Lack of awareness, lack of affordable insurance plans and low transparency in the coverage
of diseases and claim procedures do not allow the middle class to purchase health insurance
policies to safeguard the lives of the family during catastrophic timings. This case study is
to give a solution for the middle class to overcome the OOPE spending and to lead a
healthier and prosperous life.

Keywords: Health Insurance, Catastrophic Health Expenditure, Middle Class, Out of

Pocket Expenditure, Universal Health Coverage

INTRODUCTION

Health insurance is a financial coverage mechanism provided to the insured people during
the time of emergency or injury(“Evolution of the Indian Health Insurance Sector: A
Review,” 2020). The budget owed to health care of the people is very low when compared
to other nations in the world. This makes the people make out of pocket expenditures
(OOPE) during the time of emergencies. However, the government ad IRDAI is taking all
phenomenal efforts to reduce catastrophic spending by introducing affordable health

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insurance plans. (Ahlin et al., 2016). The health insurance players in India facing multiple
challenges in terms of misunderstanding of the health insurance segment, low awareness
and so on. (Das, 2018). Approximately 39 million people were pulled into the poverty
situation due to out of pocket expenditure. (Sriram, 2018) The out of pocket expenditure as
a health care spending has got considerably reduced to 62.7% in the year 2018 when
compared to 71.7% in the year 2000. Ayushman Bharat, an initiative to provide a UHC
(Universal Health Coverage) to all provided access to quality health care in India. However,
the coverage of Ayushman Bharat is not extended to middle-class people in India who were
referred to as missing middle.

The missing middle is those who are not eligible for government-sponsored health
insurance schemes and not rich enough to purchase the insurance provided by the private
players. In the total health expenditure, a contribution from the health insurance policies is
increasing, however with the low share. In contrast, OOP spending is higher in health care
expenditure. (Hooda, 2020). The Health insurance sector need to have a competitive
environment for enrolling the people and changes to be made in the claim and maintaining
transparency. (ELLIS et al., 2000). There is a positive upward trend in the Indian Health
insurance sector after the privatization. (Rath & Sahu, 2017). Good health is affecting the
development of the economy. Health insurance enrolment is one of the integral parts of the
effective health care management system. The work status, Annual income, awareness and
health expenditure are the predictors for health insurance enrolment. (Yellaiah &
Ramakrishna, 2012).

BACKGROUND
Even though the Covid Pandemic Outbreak exposed its hard face to all the
industries, the health care sector evidenced a shoddier hit. To achieve universal health
coverage to all, the union budget 2021-22 introduced Ayushman Bharat, a centrally
sponsored health scheme strengthening Primary, secondary and tertiary health care centres
in the budget of 64,180 crores. The National health policy,2017 predicted to increase the
government expenditure on health to the tune of 2.5% by the year 2025(Economic
Survey,2021-22). The Health insurance sector in India is evidencing a good change by
enrolling more people into the insured group. The statistics provided by the IRDAI is
welcoming as the claim settling process is transparent and convenient for the insured
people.

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FIGURE 1 HEALTH CARE EXPENDITURE OF INDIA ( IN LAKH CRORE)

Source: Economic Survey 201-22

2021-22 4.72

2019-20 2.73

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Series1

TABLE 1 OUT OF POCKET EXPENDITURE AS A HEALTH CARE

EXPENDITURE

YEAR OOPE %
2000 71.7
2001 74.1
2002 73.4
2003 73.4
2004 72.5
2005 73.1
2006 72.3
2007 70.8
2008 69.1
2009 66.8
2010 65.2
2011 62.2
2012 63
2013 69.1
2014 67
2015 64.7
2016 63.2
2017 62.4
2018 62.7

Source: World Bank

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FIGURE 2 OUT OF POCKET EXPENDITURE AS A HEALTH CARE

EXPENDITURE

76
74
72
70
OOPE

68
OOPE
66
Linear (OOPE)
64
y = -0.6854x + 1445.3
62
R² = 0.7754
60
1995 2000 2005 2010 2015 2020
YEARS

The Out of Pocket Expenditure is getting reduced every year due to steps taken by the
Central and State governments for covering the eligible population in the sponsored
schemes. Many state governments are having state-funded health insurance schemes which
cover the lower-income population who are found to be vulnerable during the health-
oriented spending. From 71.7% reported in the year 2000, the OOPE got substantially
reduced to 62.7% in the year 2018. Further, the Covid pandemic outbreak and lessons learnt
during the year 2020 will increase the awareness for the purchase of Health Insurance
policies and the same shall be evidenced once the report is released for the years 2020 and
2021.

TABLE 2 STATE WISE HEALTH INSURANCE BUSINESS (EXCLUDING

TRAVEL & PERSONAL ACCIDENT BUSINESS) FOR FY 2016-17
No. of Amount
No. of Persons of Claims
policies Covered Gross No. of claims Settled
Issued (in’000) Premium settled (In lakh)
Andhra Pradesh 323840 2393 57020 109677 41473
Karnataka 790523 37051 329903 764379 280282
Kerala 753460 17689 95825 858528 98640
Tamil Nadu 1025288 54815 386165 1350253 324771
Telangana 366404 2438 79801 224631 79859
Puducherry 15940 49 1782 4889 631
Source: IRDAI

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TABLE 3 STATE-WISE HEALTH INSURANCE BUSINESS IN SOUTH

(EXCLUDING TRAVEL & PERSONAL ACCIDENT BUSINESS) FOR FY 2017-18
Amount
No. of
Gross No. of of
persons
No. of policies Issued Direct claims Claims
Covered
Premium paid Paid(In
(in’000)
lakh)
Andhra
378443 3413 62454 113863 41591
Pradesh
Karnataka 888818 38546 365422 1208721 335888

Kerala 812507 17602 121566 1017237 99006

Tamil
1128535 74129 466874 1718871 364175
Nadu
Telangana 464649 5519 117227 241591 76251

Puducherry 18478 68 2500 2787 1082

Source: IRDAI

FIGURE 3 COMPARISON OF 2016-17 AND 2017-18 IN NUMBER OF PERSONS

COVERED IN SOUTH
No. of persons Covered(2017-2018 No. of Persons Covered (2016-2017)

68
Puducherry
49

5519
Telangana
2438

74129
Tamil Nadu
54815

17602
Kerala
17689

38546
Karnataka
37051

3413
Andhra Pradesh
2393

From the report released by IRDAI, the Southern States of India is listed with the
comparison of the years 2016-17 and 2017-18. The statistics show transparency and
increased awareness about health insurance among the people. In Tamilnadu, a drastic
increase is evidenced in the persons covered. When compared to the other southern states,

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Tamilnadu is better in enrolment of the health insurance coverage. (See Figure 3). The
health insurance premium underwritten by the general insurers has got increased to
50,758.07 Crore from 4,872.76 Crore in the year 2018-19. (See Figure 4)

FIGURE 4 HEALTH INSURANCE PREMIUM -UNDERWRITTEN BY HEALTH

AND GENERAL INSURERS ( In Crore)

2019-20 50,758.07

2018-19 44,872.76

Source: IRDAI Annual Report 2019-20

Problem Statement
NITI Aayog released a report titled “Health Insurance for India's Missing middle"
in October 2021. Approximately 30% of the Indian population are not covered under any
insurance schemes. With the rising cost of accessing quality health care and uncertainty
like Covid 19 diseases spread,” Health insurance” is the only mechanism to decrease the
OOPE spending and poverty. In India, the participation of retail consumers in the health
insurance sector is very poor and need consumer-centric health insurance plans for
increasing the enrolment rate. (Thomas & Sakthivel, 2015) A broader penetration of health
insurance and inexpensive insurance plans are highly needed. (Gupta, 2020) NITI Aayog
reported that through Ayushman Bharat (PMJAY) a scheme for UHC, the bottom 50% of
the people got covered by the plan and got financial protection for health. Through Private
voluntary and social insurance schemes, 20% of the high-income population got covered.
The remaining 30% of the population who are not having any voluntary insurance schemes
and are not eligible for government schemes are called "Missing Middle". The people who
belong to the missing middle, are more vulnerable during the health-related shock, as many
of their employees are from the unorganized sector. However, a major portion of the
missing middle population in Urban is working as Professionals, Semi-formal and
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Managerial cadres. Insurance companies are in a need to develop innovative

comprehensive health insurance plans which should have a dual benefit of low claim ratio
and increased enrolment for the health insurance plans. (Kumar & Duggirala, 2021). Private
Health insurance players shall fill this gap by bringing good health insurance plans for the
middle class.

Proposed Solution
The Middle-class segment who do not have Health Insurance plans are highly-
priced sensitive. Even though NITI Aayog provided various strategies for improving the
enrolment ratio, this case study proposes the solution uniquely for having health coverage
through private and government-sponsored plans. Why Health insurance? This question
should be answered and addressed to the missing middle segment effectively. Many people
in the country are having confidence in their fitness and strongly believe that they will not
be affected by any diseases or will face a situation for surgeries. Even though the positive
attitude shall be appreciated, it will be often risky. We do not know what will happen in
our life. Human life is subject to uncertainty in terms of financial and health-related aspects.
We discussed in the above sections about the health insurance which reached the lower-
and upper-income groups of the country and the middle class is eventually missed. The
voluntary insurance schemes don’t reach the hearts and minds of the people because of
their absence of affordability. A 14k to 15k of family insurance schemes were found to be
a huge denomination for the middle-class people and they don’t want to be covered as they
believe that they are physically fit. This scenario needs to be changed. A Win-win situation
needs to be brought. A carefully designed comprehensive health insurance is needed to
cater for the needs of the middle class. The middle class can pay from 4k to 5k for a year
and that too flexible EMI is good for them.

NEED FOR A COMPREHENSIVE PLAN

The private players of insurance shall take this opportunity to engage the middle-
class people for the health insurance enrolment. A comprehensive plan with the price range
of Rs 4000/- shall be worked. This will cover the people for Rs 11 per day. The coverage
shall be focused on the out-patient benefits for the first 2 years. The covered people shall
be given 6 to 7 OPD claims per year. The cashless OP consultation will give a seamless
experience to the people. Earlier research says that those who effectively go into the OP
consultations will have reduced catastrophic spending. This will work. When people

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frequently consult the doctor about their health issues, the earlier the diagnosis, the health
risk will be low. This will bring preventive care in front. However, insurance policymakers
should assess the risk mechanism as the claim ratio is very important for health insurance
providers. Before enrollment, a free medical checkup will help the health insurance
providers to assess the risk.

AWARENESS CREATION

There is low awareness among the people about health insurance. The middle-class
people should be made understood that they are "Helpless" during emergencies and the
hard-earned money need to be spent during the time of catastrophe. People generally pledge
their properties and gold for fetching the money which will lead to economically weaker in
a few years. The statewide OOPE spending shall be highlighted and a documentary film
or a video shall be prepared by IRDAI or the state health ministry. In social media like
YouTube, Instagram and LinkedIn it shall be posted. In Cinema theatres and OTT
Platforms, the documentary shall be mandated to be telecasted. Until the change cultivates
in the hearts and minds of the people, this social change will not happen. An effort to
improve the young people choosing ability of health insurance policies will give a
significant effect on the utilization of the plans. (McLeoad & Adepoju, 2018)

While many people are interested to buy costly mobile phones and laptops, the
health insurance purchase is still seeming to be worthless buying. This need to be changed.
Celebrity endorsement shall be given if needed. The change in the minds of the youth will
surely make the entire family be covered.

TIE-UPS
Not only the private insurance players, but even the government shall also extend
the medical coverage to the middle-class people by charging a nominal premium to them.
Now the government is having a plan called “Ayushman Bharat which provides eligibility
for rural and urban families based on various criteria. A new health insurance plan shall be
introduced by the government in tie-up with the private players. A premium of Rs 4k to 5k
shall be charged annually in flexible EMI’s with support from the government and regional
rural banks. The premium shall be paid by the banks and the EMI with a nominal interest
shall be charged from the people every quarterly from their account. The coverage and
other operations shall be carried out by private insurance companies. This will become true
by adding many small clinics and hospitals into the cashless networks. The enrolment

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should be mandated through the state government authorities. The model will work well.
When OP consultations are done, the lower will be OOPE.
MANDATING THE HEALTH INSURANCE
We can see many professionals working in urban areas have not been covered under health
insurance. We may take the teaching industry as an illustration. I hope a few portions or
major portions of people who work in private institutions are not covered under these
schemes. The Group coverage shall be mandated to the institutions by the policy-making
bodies like UGC, AICTE and the Ministry of Education. The group insurance coverage
will surely give financial protection for health. In another way, those who work in informal
or unorganized sectors shall be pooled through the state authorities. The state health care
workers are having enormous potential to identify the people. During the Covid 19, state
health officials and workers effectively worked together to vaccinate the people despite
non-willingness, fear etc. School teachers, Government professors shall work together to
pool the groups for ensuring via a flexible EMI through their bank account. Some sort of
push is required to mandate the insurance plans.
ADVERTISEMENTS AND CLAIMS
The private insurance sectors shall advertise effectively to enrol the middle class.
The private sector shall tie-up with private banks for providing EMI facilities to the people.
This will be an effective business model. The claims and cashless treatments should be
seamless and simple. The complexity involved in the inclusions the exclusions of the
diseases, low transparency are the other reasons why the insurance plans have not reached
the hearts and minds of the consumers.

IRCTC MODEL
We shall see that IRCTC provides insurance less than Rs 1/-. Even though the travel
insurance and health insurance are not the same, the risk assessment and the economies of
scale achieved shall be compared with the travel insurance offered in the Indian Railways.
An opportunity shall be given to the insurance companies tied up with IRCTC to provide
health insurance at a nominal cost on a trial basis.

RECOMMENDATIONS AND CONCLUSION

The Government shall increase the budget for health in the years to come. The state
government, central government and the middle class shall jointly fund to bring an
intensive health insurance plan. A government should mandate, people should get
awareness and the insurance players should work out a model. All three roles are required

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for effective coverage. People's health should be given utmost priority as the country's GDP
and efficiency is based on the expertise of the people only. The health status of the nation
is affecting the economic performance of the country.(Pavlova & Sidjimova, 2017) The
Intervention of the government in the policy decisions and improving the health care
expenditure shall reduce the OOPE in India. Specialized funds shall be brought which shall
be contributed by the companies as a part of their CSR initiatives.

REFERENCES

1. Ahlin, T., Nichter, M., & Pillai, G. (2016). Health insurance in India: What do we know
and why is ethnographic research needed. Anthropology and Medicine, 23(1).
https://doi.org/10.1080/13648470.2015.1135787
2. Das, K. (2018). Current Scenario of Health Insurance in India: A Study Comprising
Various Challenges and Measures for IT. International Journal of Trend in Scientific
Research and Development, Volume-2(Issue-2), 1543–1549.
https://doi.org/10.31142/ijtsrd9658
3. ELLIS, R., ALAM, M., & GUPTA, I. (2000). 20. HEALTH INSURANCE IN INDIA
PROGNOSIS AND PROSPECTS. Economic and Political Weekly.
4. Evolution of the Indian Health Insurance Sector: A review. (2020). Journal of
Management Research and Analysis, 5(2). https://doi.org/10.18231/2394-
2770.2018.0017
5. Gupta, Dr. R. (2020). Catastrophic Health Expenditure of Middle class in India Due to
Covid-19. International Journal of Contemporary Research and Review, 11(06).
https://doi.org/10.15520/ijcrr.v11i06.813
6. Hooda, S. K. (2020). Penetration and coverage of government-funded health insurance
schemes in India. Clinical Epidemiology and Global Health, 8(4).
https://doi.org/10.1016/j.cegh.2020.03.014
7. Kumar, R., & Duggirala, A. (2021). Health Insurance as a Healthcare Financing
Mechanism in India: Key Strategic Insights and a Business Model Perspective. Vikalpa,
46(2). https://doi.org/10.1177/02560909211027089
8. McLeoad, A., & Adepoju, O. (2018). Toward a Health Insurance Literacy Model: What
Do Young Consumers Know about Insurance? Perspectives in Health Information
Management,.
9. Pavlova, G., & Sidjimova, D. (2017). Social significance of the health insurance model
in Bulgaria. Archives of the Balkan Medical Union, 52.

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10. Rath, J. P., & Sahu, M. (2017). A STUDY ON GROWTH AND DEVELOPMENT OF
HEALTH INSURANCE IN INDIA IN THE POST PRIVATIZATION ERA.
International Journal of Research -GRANTHAALAYAH, 5(3).
https://doi.org/10.29121/granthaalayah.v5.i3.2017.1783
11. Sriram, S. (2018). Burden and Source Of Out-Of-Pocket Health Expenditures in India.
Value in Health, 21, S50. https://doi.org/10.1016/j.jval.2018.07.383
12. Thomas, K. T., & Sakthivel, R. (2015). Retail Participation in Health Insurance: A Model
of Consumer Preferences. Global Business Review, 16(6), 997–1011.
https://doi.org/10.1177/0972150915597600
13. Yellaiah, J., & Ramakrishna, G. (2012). Socio economic determinants of health
insurance in India : the case of Hyderabad city. International Journal of Development
and Sustainability, 1(2).
REPORTS
1. Economic Survey (2021-22) https://www.indiabudget.gov.in/economicsurvey/
Retrieved on 31st January ,2022

2. World Economic Forum (2019)N https://www.weforum.org/agenda/2019/01/10-

mega-trends-for-india-in-2030-the-future-of-consumption-in-one-of-the-fastest-
growing-consumer-markets/ Retrieved on 31st January ,2022

3. State Wise Health Insurance Business for the years 2014-15 to 2016-17- Retrieved
on 31st January ,2022

4. Annual Report of IRDAI 2020-21

https://www.irdai.gov.in/admincms/cms/uploadedfiles/annual%20reports/Annual
%20Report%202020-21.pdf Retrieved on 31st January ,2022.

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EFFECT ANALYSIS OF DIGITAL AGE FOR PRINT MEDIA

P Parvathia*
a
THE AMERICAN COLLEGE, MADURAI, TAMIL NADU

ABSTRACT

The main objective of the study is to establish the impact of online media (e-Paper) on print
media (hard copy) newspaper sales. As we know, earlier people use to depend a lot on the
newspaper to know what is happening around them. People use to wait for the newspapers
and even they use to carry it with them wherever they go. But as the technology took a
drastic change, the smartphones occupied space in the market and the apps developed for
the news. This decreased the interest towards newspapers. The study investigated how the
advent digital media such as Facebook, Twitter, Instagram and other platforms has affected
printed media(newspapers). The data is collected from in-depth questionnaires, which
shows the drop-in circulation of print media to the younger sector of the Indian population.
The era of the internet and digitalisation has revolutionised our ways of living. Everything
we do is directly or indirectly connected to the internet from shopping, money transactions,
entertainment, and finding new products and services. Digitisation and internet
connectivity has taken over the advertising industry as well, giving birth to Digital
Marketing. Digital Marketing or Digital Advertising involves promoting products/services
on various digital mediums such as Social Media or Search engines. The youth in India
prefers the interactive behaviour of the new media (social media) to reduce the time in
accessing the news. Currently, the time spent by youth on newspaper reading has fall to
half of what is was earlier. Although the older generation of readers still continue to by the
newspapers.

INTRODUCTION

The digital media and online news have become the inherent part of modern society. The
presence of digital media and social media in particular, has posed a challenge to printed
newspaper. Users are turning towards Internet for free news and information. The
alternative source of news and information is much faster than the printed media. This acted
as the best option for consumers to accept it globally. Moreover, the amount of information
and news updated every few minutes is never expected to be enjoyed by the newspaper
which comes only once in a day. One can easily get back to the same old news without any

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struggle of storing newspapers in rack. Alternatively, the Internet could be used anywhere
and anytime without wasting time to search for a single piece of information. It is an
important achievement for Indian democracy that it has a free and vibrant media and it can
be said that this is an asset for the country. Media also makes us aware of economic,
political, and social activities at the national and international levels. Three major functions
of media are

• To entertain

• To educate

• To inform

BACKGROUND

The present research work is directed at the fulfillment of the following objectives:

1. To understand the current scenario of print media and digital media.

2. To identify the strengths of print media relative to digital media.

3. To understand the influence of demographic variables on the choice of media.

4. To identify the factors responsible for the movement from the print to the digital media.

5. To assess the future of print media in digital age.

6. To suggest to media houses ways and means to improve their present condition.

PROBLEM OF THE STUDY

In this study, we try to find out the consumptions and likeness of media professionals in-
depth and developed an insightful understanding of their outlook regarding digital media
and its impact on print media. Therefore, the relevance of the finding of this research helps
the media house to know the readers' behaviour about the newspaper. We have identified
four states out of 29 states and 7 union territories in India. It was ensured that the sample is
equally drawn from each district and it was divided into the same number of respondents
from – Print media and Electronic Media The media houses accepted that digital media is
having an increasing market share. I selected some parts of the country and come to know
its backward and forward details.

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PROPOSED SOLUTION

Print media will not become extinct in future. There are a number of infrastructural and
technological issues that will prevent digital media from over taking the Print media. It has
also been found that people seek better and brighter future of print media because of
presence of technological advancement. Attraction toward new technology, interactive
feature, breaking news, news update, interesting feature, and time consuming are the factor
for the movement from print media to digital media. Demographical factors are not the
major factors of choice of media. Newspaper is read by all the respondents, of all age group,
gender, income group or working area. Strength for print media is local language, its reach
to remote area, best platform for local advertisement, its mobility. If we talk about challenge
for print media, common human behavior (physiological) which is greediness toward new
technology. Detailed news, reliability, fourth pillar of democracy, news presentation with
calm nature, local news, its flavour match with morning tea, poor connectivity, local
business support; all are the major key ingredients of print media. It’s another major
ingredient as we see in the remote areas where we feel internet connectivity is slow or weak.
In same way digital media ingredient are instant updates, colour full and interactive
interface and loud news presentation, bright, subscription cost is not effecting in its favour
or against, without any interference subscription can join or leave. Its major enemy or weak
point is poor connectivity in both rural and urban are because of government policies or
because of dense population in India. In this changing environment of reading people like
to read on digital platform like tab or big screen mobile phones. They are looking for quick
updates or use their time when they have no work to do like travelling or in their bed. But
in the same time the most annoying thing subscriber hate about digital media is pop-up
window, advertisement, and multiple interactive windows. When you are in hurry these
annoying thing make you irritate. This new generation grown up with new technology their
level of use, interaction, dependency, use is totally different from our early generation, as
this technology is new are the reasons of likeness it is just a status symbol. It was found
that media jobs are challenging and hard job to do. We can see easily the working group of
media professionals are young and males. It’s a 24 hours shift job so difficult for ladies to
participate in a same form as male do. As the media jobs are full of writing and speaking
so this work and skill are developed with good education background and they are good in
that as it’s a young age group job so there is a minor difference in between married and
unmarried professionals. With high in job competition company is not paying too much to

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their employee. In the term of experience there we can see mixed group may be for
reporting, marketing they hire young face and for editing and news presentation they go
with experience group. Mostly all employees are loyal with their field they are not very
much interested in shifting from Print to Electronic or vice versa. Media house hire all three
form of employee in their line like contractual, temporary, and permanent. Both media type
has their own weakness and strength with the outcome of this research work many new
outcome will help both the media to make change in their standard of news presentation,
genre, or many more area they where they have to make changes according to their
subscribers, they will also came to know about likeness or dislikes by the subscribers about
them. The study which is conducted on demographic variable, impact factors and rank
points table findings are showing us the current situation or reading habits of the subscriber
in the current scenario, when we are saying we are living in New India or Digital India.
Analysis of variable provides or indicate us a sensitive benchmark to predict the reading
behavior in this Digital India. The most favorable point for print media is power or
presentation in local languages. Local business, politics, and events take a favor of this and
present their material in newspaper. This is mostly liked by the subscriber. And help print
media to survive. The most favorable point for digital media is interactive and colorful
environment they present in the front of their subscriber. But the most important thing
people like in digital media are breaking news and colorful interactive features with small
videos. As per as demographic variable are concerned income, education, employment
status effect the choice of media. Rest of the variable like age, gender do not have impact
on the choice of media. Cost consideration, time, accessibility on mobile phone, updated
news, level of interactivity, easy change of subscription, and creativity which are important
and crucial in digital media and also a assumed to may have an impact on switching from
print to digital media have been found to have no effect as such. It has been established
with the help of chi square test. Print media pairs well than digital media on easy
accessibility, detailed news coverage, better coverage in local language, suitability for local
advertisements, overall satisfaction, and reliability.

RECOMMENDATIONS

Finding of this research work will help the future researcher who wishes to study this issue
in coming future. More elaborated and academic research work is needed on this topic. If
the further research is conducted it will give clearer picture regarding impact of digital
media effect on print media in different perspective.

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1. A comprehensive study with larger sample size along with more states include in sample
could be conducted.
2. News presentation manner or technique on website and application can also be
conducted. This current analysis is a small step in this field. Finding provides the insight
for future research.
3. A study of news portal, application on mobile device and online channel can also be
conducted.
4. A study on interactivity option of application and online portals can also be conducted.
With the help of survey method can also be conducted to develop socio-physiographic of
the research sample units.
5. More specific subscriber’s study of digital media consumers can give us clearer picture
of digital media penetration in Indian.
6. A study can also be conducted to traditional readers what they like most in print media
that they are not ready to change their subscription.
This study directly linked with the subscriber, followers & consumers of media, of print
media and digital media. That’s why we have chosen descriptive research because this
research is directly linked with consumer taste & preference. This research presents the real
data (Current situation) as it is the characteristics of descriptive research, what rather than
why.

As it is the study of consumers behavior for media related product.

1. This finding helps the policymaker of both the media to made policies to increase their
subscribers and followers.
2. These findings help the strategies maker to increase their reach in rural areas.
3. Findings of this study will help both the media houses to enrich their content liked by
their subscriber.
4. Try to improve content regarding to culture, common issues, economical and be more
trust worthy.
5. These findings help the media houses to know about the pros & cons of their respective
media.
6. These findings help the media houses regarding advertisement & language advantages
and disadvantages.
7. These findings help the digital media to develop content to work on low data speed.
8. These findings help the print media to in cooperate the media mix formula in their field.

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9. These findings help both the media about their strength, weakness, and make the
respective change according to that.
10. These findings help the digital media to know the current scenario of their market
penetration and implement changes according to that and develop the Application in Lite
version.
11. These findings help both the media houses as they know what customer want they can
easily target their audience to expand their business.

REFERENCES

www.allsubjectjournal.com

www.forbes.com

www.researchgate.com

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Corporate Social Responsibility act as a tool during Ethical Crisis: Case study nn
Coca-Cola
Menaga Aa , S Lokesha , S Vasanthaa*
School of Management Studies, Vels Institute of Science & Technology
& Advanced Studies (VISTAS)

ABSTRACT
Coca-Cola has steadily executed well during its lengthy business period also it has gained
valued brand names on the planet. From 1999 to 2013 Coca cola has faced various ethical
issues to achieve its economic goals, with reflected in decreases in the sales revenue, also
most of the shareholder have lost the confident in the organization example Warren Buffet
have come out from the Board of director post he is a gain investor for coke ,following this
coca cola has faced several such ethical issues ,such as product safety, anti-dumping,
pollution ground water depletion ,these problems where solved privately and some of the
problems is solved through courts but during the course of these issues it lost its faith among
stakeholders in order to address this coca cola has adopted various method 1)
implementation of compliances system 2) company has vigorously involved themselves in
social responsibility works the sole purpose is to learn from the mistake and to resolve it
also to avoid future problems . The research will explore the strategy firm has dealt with to
overcome it ethical issues it had during the crisis, also the research will explore the firm’s
usage of Corporate social responsibility communication as a strategy to connect the
stakeholders

KEYWORDS: Corporate social responsibility (CSR), Coca Cola, FMCG sector (Fast
moving consumer goods), Ethical Crisis, Strategic Decision

ABBREVATION: CSR-corporate social responsibility, FMCG-fast moving consumer

goods

INTRODUCTION

Coca Cola With a market worth of $173 billion one of the most well-known brand names
in the ecosphere. The organization is always knee in three things to entice, satisfy, and hold
customers, Coca-Cola products are now available in almost every country on the earth,
reflecting the success of the company's global marketing strategy. Coca-Cola has long had
sophisticated marketing and a reputation for excellence, which has aided in the worldwide
adoption of the beverage.

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However, organization is endlessly facing server crisis in different countries, in 2000 and
2001 company failed to get listed in top 100 fortune companies, 2016 Coca-Cola caused
severe sugar scarcity in Venezuela a global business located in the United States, because
the coca cola is manufactured ninety percentage with sugar there is lot of micro issues
always wrapped around the coca cola but still there stronger Corporate social responsibility
strategy always confronted the coca cola to bounce back ,recently coca cola ranked 93 in
Fortune 500 and topic but compared to other country coca cola CSR is performing below
average in India

BACKGROUND

Figure-1 Evolution of Corporate social responsibility in India

Source-Minister of Corporate affair official website

The brand Coca-Cola is introduced in the market during 1886, it is largest Beverage
Company around the globe, and this brand major selling is Coca-Cola and diet coke along
with this various acquisition is made by the organization such as, PowerAde, Minute Maid,
and Dasani water. The main aim of the company is to capture the world demand for the
product, it has world’s biggest distribution chain and infrastructure and entered every
corner in the planet

The organization has faced various challenges from executive level to CEO level within
the organization, during 1997 Doug Ivester was chosen as CEO, but he could not manage
a business well during that time Pepsi co where heavy competitor because of poor

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management decision it reflected heavily in business, so the business's previous chairperson

Doug Daft, converted to CEO in 2000, after daft replacement there is a huge improvement
in the business later in 2008 Mr Kent became organization CEO and he took major decision
like women posting for 23% of Coca-senior Cola's management roles; that figure has since
risen to nearly 30%. Currently Mike Suco is going to became Companies CEO

Figure -2 Coca cola India CSR spending during the FYI 2020-2021

Source –CSR Official portal

THEORTICAL BACKGROUND

CSR should act as a prevention more than cure, doing corporate social responsibility is one
side but making the customer awarness is another side for success of the business, therefore
study adopted a Morsing and Schultz (2006) established a framework of CSR
communication strategies based on stakeholder theory (Freeman, 1984), with the goal of
including stakeholders as aspects of corporate strategy formulation, which might provide
organizations with competitive advantages. The stakeholder information strategy (a one-
way strategy in which the organisation communicates with its stakeholders only in one

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direction), the stakeholder response strategy (Asymmetric two-way communication

model. The company sends out communication to its stakeholders, who in turn send
communication back to the company), and the stakeholder involvement strategy
(Companies engage in interaction with stakeholders, attempting to influence but also being
impacted by them) are the three strategies.

PROBLEM

In 1996, companies stock equity price under $50 a share. In 2022, the price ranged from
$60 to $69.00.

This sluggish progress can be linked to both internal and external factors, such as top
management changes and significant investor departures. Table 1-Situations of Coca-
Cola’s reputation crisis

SNO CRICIS EXPLAINATION

Coca cola has confronted difficulties at its bottle
manufacturing and ground water reduction. The
environment council body (CSE) the council body after
testing it revealed that it is not conductive to consume
because it has a level of pesticides because of using
unfiltered groundwater ,but Coca cola denied that it uses
proper filter for its product and it undergoes proper
ENVIRONMENTAL
1 research team for quality check before reaching to
ISSUES
consumers hand ,but this issue took a toll on sales percent
about fifteen percentage .secondly again in india Varanasi
coca cola has issue in poisoning the groundwater by
releasing the unwanted chemicals later this issue was solve
by installing new pipeline underwater, then in Kerala also
coca had an issue in water depletion but this is solved by
involvement court

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Coca cola faced problem in various issues like

environmental issue, legal issue, stakeholder issue, under
that one such issue is distributor issue in 2006, 44 coke
manufacturer who is named as coca cola enterprises is
DISTRIBUTORS
2 sued for selling PowerAde beverage variant directly to
PROBLEM
store rather than going through Walmart warehouse who
has a contract of two years, this was a main issue because
this is a tradition followed for manufacturer by more than
a century

Coca cola was accused with racial discrimination between

blacks and white in giving compensation and promotion,

DISCRIMINATION blacks was getting lesser compensation and pay of rupees

3
BASED ON RACE 26000 dollar per year than whites so two thousand
employees together jointly signed the case file and sued
for discrimination

Another serious issued faced by coca cola is Guatemala

and US issue,eight employees in Manufacturing unit is
killed during the year 1989 few other employees have also
got life threads at US Manufacturing sector ,this issue

4 UNION PROBLEMS where taken lightly by the organization later employees in

Guatemala sued the organization .which caused a major
brand reputation , claiming that they and their families had
been exposed to violence as a result of their decision to
join unions.

In 1999 Coca cola launched there branch in French since

the time of launce it had done a massive extension beyond
the needs of the customer so French government has
COMPETITIVE
5 banned the purchase of Orangina brand by coca cola in
PROBLEM
order to eliminate the Monopolism also French
government ordered Coke to withdraw the acquisition of
Cadbury Schweppes and Dr Pepper

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In 1999, approximately thirty Belgian youngsters were

unwell as a result of ingesting Coca-Cola products. Coke
6 IMPURITY
took a long time to respond to the matter, which generated
a public relations disaster.
Coca cola is claimed for Anti-dumping of products, the
organization rigorously extended its wing with one goal in
mind ,which is to create a demand for their products and
7 ANTI DUMPING
reach every corner in the planet so the organization has
sent un ordered items to wholesalers ,later this issue is
taken to court and coca cola got sued for anti-dumping

PROPOSED SOLUTION

Coca cola faced an issue for seeing a racial discrimination among employees, employees
together filed a case and campaigned to boycott the product later to resolve the issue it
consoled the employees by increasing the salaries and given good compensation among
employees .Coke decided to contribute $50 million to charity that cares minority-serving
programs as portion of the racial discrimination claim settlement. Recovery from moral
turbulence

Coca-Cola established an ethical and compliance division in reaction to SEC's conclusions

about Anti-dumping, and the business is obligatory to authenticate quarterly that it has not
changed payment conditions or provided special credit. In addition, the corporation pledged
to collaborate with overseas bottlers to limit the amount of concentrate they hold.

Regardless of the fact that Cola's in India caused in a little drop in sale and ongoing protests,
the organization claims to have taken steps to confirm security and quality. Coca-Cola has
established rainwater-collection facilities around India in collaboration with local
governments, NGOs, schools, and communities. The Major goal is to revitalise and return
all groundwater. Besides, the company is narrowing up its Industrial unit necessities and
collaborating with local communities to protect the long-term capability of water resources.
As a result, Coca-Cola has been recognised for its corporate social responsibility efforts in
areas including water protection, management, and community development.

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The state of Kerala has established legislation allowing individuals to sue the firm for
damages. Coca-Cola "over-extracted" groundwater and improperly disposed of mud,
conferring by the authorities which causing harm to the atmosphere and local people. Coca-
Cola has denied the judgement, claiming that studies have failed to demonstrate a link
between the company's bottling processes and environmental damage.

CORPORATE SOCIAL RESPONSIBILITY INITIATIVES BY COCA COLA

To improve its business, the corporation has launched a number of social responsibility
projects. The enterprise's core convictions in the market, workplace, community, and
atmosphere guide these endeavours. As mentioned in the organization's Mission and Vision
& Values statements, Coca-Cola intends to "Stimulate Moments of Optimism" through its
products and deeds, according to statements.in addition to adding value and making a
positive influence in the countries where it operates business. Coca-Cola, for example, has
teamed up with Madeleine Albright, the former US Secretary of State. And Walter
Isaacson, President and CEO of the Aspen Institute, on a project to help entrepreneurs in
Muslim-majority countries.

Coca-Cola also provides funds to a variety of colleges and universities around the country
and around the world. Coca-Cola also offers Sponsorship to many universities, which
includes 30 tribal colleges that are members of the American Indian College Fund. Such
activities serve to improve the Coca-Cola brand, which benefits shareholders in the long
run. Every year, the Coca-Cola Research Foundation brings 250 new Coca-Cola
researchers and brings them to Atlanta for interviews.

Coca-Cola has also taken initiatives to help women entrepreneurs in its supply chain
become more empowered. The company's 5by20 initiative, which includes vocational
training, funding, interacting, and other supports, reached approximately 300,000 women
by 2012. In South Africa, for example, the company organised a women's entrepreneurship
training and worked with Techno Serve to give farmers with pest and infection control
proficiency. By 2020, the enterprise wants to reach 6 million female entrepreneurs and
operate in 100 countries.

Coca-Cola have took steps to strengthen local societies on a national and international level.
For example, Coca-Sprite Cola's brand collaborated on the Sprite Spark Parks Project with
Miami Heat star LeBron James. Sprite has pledged $2 million to the construction or
renovation of approximately one fifty basketball courts, athletic arenas, community areas,

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and playgrounds in at least fourth locations. In terms of its worldwide duties, the
corporation continues to take a proactive approach to challenges such as Africa's
HIV/AIDS prevalent. Coca-Cola has teamed up with UNAIDS and other non-
governmental organisations to launch major initiatives and projects to tackle the HIV/AIDS
epidemic.

CONCLUSION

Coca-Cola has been fighting allegations of product health and safety, illegal competitive
practises, racial discrimination and employee intimidation, channel stuffing, unfair
distributor treatment, pollution, and natural resource pillaging for more than a decade, but
under the leadership of Neville Isdell and Muhtar Kent, the company appears to be on the
mend. Appears to have recovered and is making progress in improving its image. The
business For example, is putting a greater emphasis on environmental responsibility.

Critics, on the other hand, argue that Coca-Cola isn't doing enough, and that its efforts are
only window dressing to conceal its wrongdoing. For example, while the corporation
claims to have resolved all of its concerns in India and is working to help the country's
people, both the government and the people of Kerala believe that the company has
depleted the area's groundwater. Over the course of the firm's history, shareholder attitudes
have changed numerous times, yet the corporation has maintained a significant loyal
following. Coca-Cola is hoping that its present leadership can steer the corporation past
this ethical focus and towards a lucrative start to the twenty-first century.

REFERENCES

AAFP, “Coca-Cola Grant Launches AAFP Consumer Alliance Program,” October 6, 2009,
http://www.aafp.org/online/en/home/publications/news/news-now/inside-
aafp/20091006cons-alli-coke.html (accessed February 25, 2011)

Chris Moran, “Consumers Group Asks FTC to Stop Misleading Vitamin Water
Marketing,” Consumerist, February 2, 2011, http://consumerist.com/2011/02/consumers-
group-asks-ftc-to-stop-misleading-vitaminwater-marketing.html (accessed December 18,
2013)

Craig Simons, “Report Examines Coke Water Use in India,” Cox News Service, January
15, 2008,

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http://www.statesman.com/business/content/shared/money/stories/2008/01/COKE_INDI
A15_1STLD_COX_ F4362_1.html (accessed September 4, 2009)

Melinda Peer, “In Downturn, Pepsi May Beat Coke,” Forbes, February 19, 2009,
http://www.forbes.com/2009/02/19/cocacola-pepsico-markets-
equity_dividend_outlook_49.html (accessed September 4, 2009).

“Who’s Funding Prop 37, Labelling for Genetically Modified Foods?” KCET, 2012,
http://www.kcet.org/news/ballotbrief/elections2012/propositions/prop-37-funding-
genetically-engineered-food.html (accessed December 18, 2013)

CSR official portal -https://www.csr.gov.in/search_page.php?query=coca+cola

CSR Coca cola engagement https://www.csr.gov.in/companyprofile.php?year=FY+2015-

16&CIN=U15549PN1992FTC065522#

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Garland for the worker on who’s evidence: Indian ethos case study
Jayanthi CVa*
a
WILP, BITS Pilani, Pilani Campus

Introduction

The Politics in the organization can undo the spirits of an individual. The base such an
activity is greed and in human treatment an individual can be forced to face. Human mind
is complex so is the complexity is the rungs of ladder to the Power and staying there. This
case study is about where the lines are drawn in an organization. Where the people are
attracted to wards power and the peril of an individual employee is unheard like the flower
in the desert. Whose fragrance goes unnoticed.

Problem

Whether to blow whistle becomes a common question for bread winner. The individual
employee would be called unethical if he succumbs to the behavior of seniors. If he blows
whistle he needs a backup plan for working elsewhere.

Case study

It was a consultancy famous for selling their product delivery in time. A new employee
Aditya joined with a mentor at the middle management. Day one discrimination was,
Aditya was denied social interactions, not to join in hands with employees who had mentors
at top level management. Priorities were given to the ones who had mentors at top level
management. The employee was a rebel, for the employee under junior level, Jagdish
mentor was given undue weightage in organizing things. Jagdish was an utter mess unable
to carry himself with emotions. He accepted himself to be a floor ticket person in a theatre
watching movies. Highly talkative was Jagdish, not allowing the rest of the employees to
work during the office hours. He did his homework at home and would talk during office
hours about all his personal affairs and family stories. During promotion exams he took
help from new employees who joined and cleared the promotion exams with better marks
that too discussing answers loudly not letting others write their exams. There was no one
to blow whistle as Jagdish had a senior mentor. The other hard-working employees
including the new one were mocked upon as they had to work in the office and had family
engagement during the non-working hours.

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He was good at throwing rumors around and he effectively played his role against the new
employee Aditya. The new employee Aditya was at his target not bothering the social
impact he had to face in the organization. Since the mentor of the employee who was at
middle level also learnt that his job and reputation in the organization was important, so he
let down the one, Aditya to whom he was the mentor. If the supervisor has difficulty in
determining what his subordinate is doing, then the responsibilities are not adequately
specified to the subordinate.

Solution

The employee Aditya was not frustrated as he knew the ways of an organization politics
and the ways of the world. He joined in a MBA program and then PhD. The equanimity in
his mind was from Bhagavat Gita which says” sukha dukhe same kritva labha alabhou jaya
jayaou thatho yudhaya yujyasvva naivam papam avapyasi‘ (BG 2.38), consider the joy and
sorrow as equal so also the sin and merit you would not incur sin. He cleared both degrees
while working in such an organization and soon after that he left. The only reason he could
survive was he satisfied his clients and concentrated on his work. He was given a garland
on the final day. He was happy his head was spared when he left the organization.

If it was one of us what would we have done at that time?

Conclusion

One can get pressure and sugar high working in such an organizational environment and
wear a garland to the last ceremony or quit the organization. Aditya wisely chose upon the
latter. Many a time organization are source of Political turmoil where in human activities
are abundant and the employee for the sake of bread and butter succumb to its ways and
leave the world.

In this case on the base of whose evidence the ill treatment was given to Aditya? Can he
base his evidence against the top level management by blowing whistle and continue?
There a are top level managers who pinch the child and rock the cradle at the same time.

Reference

Srimad Bhagavad Gita 2.38, Gorakhpur Trust Publication.

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Case Study on Medical Negligence

Dhyana Sharon Rossa*

a
Assistant Professor, Loyola Institute of Business Administration, Chennai.
Abstract

With the growing number of cases on medical negligence, various complaints on the basis
of negligence from the patient side are filed before the consumer protection act before the
consumer courts. There always exist vagueness or less opinions on the issue of whether
doctors, hospitals and medical practioners fall inside the extent of ‘service’ as defined in
Section 2(1)(o) of the Act, with acknowledging patients as consumers and bestowing
bureaucracy the right to approach consumer courts to seek compensations. With the
landmark decision of Hon’ble Supreme Court on medical negligence liability, by subjecting
the medical profession to the Consumer Protection Act. In a common man’s life
‘negligence’ may be seen as mere carelessness, but in the field of healthcare ‘negligence’
represents that the medical person has failed to exercise a standard duty of care to patients,
which they were supposed to do. As medical profession in India, is considered to be one of
the noble, oldest and most humanitarian one, people see doctors as second life savers next
to God.

Key words: Medical Negligence, patient rights, judgement, compensation

Introduction

The liability based upon the rule of conduct, “respondent superior” - “let the master
answer” and “qui facit per alium facit per se” - “he who acts through another does the act
himself”. An irregularity to this law is seen in the ‘borrowed servant doctrine’, in
accordance with that hospital is not liable for acts of a physician when he/she is working
under direct supervision of another hospital. In present times most doctors are hired as
independent contractors and they are not employees of the hospital. A hospital cannot
escape its liability by saying it only provided facilities and nursing services and so cannot
be sued for the operation performed by a doctor who is not the employee of the hospital.

Case

In this case of medical negligence, the complaint was filed by widow of Dr. X, against
AAA hospital, Bombay, i.e., the opposite party 1. the deceased, patient Dr. X was 41 years
old, was undergoing treatment as a private patient under Dr. M, a senior Nephrologist, since

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2nd April 2019, and on the latter’s advice, the patient got admitted in AAA hospital on 14th
April, 2019 for various test and treatment for the upcoming transplant surgery. He remained
as an in-patient from 14.04.2019 to 02.05.2019. Since the patient was already suffering
from renal insufficiency and diabetes, dialysis was imperative for him. Although patient
was discharged from hospital on 2nd May, 2019, and after that two dialysis were carried on
8th May, 2019 and 14 May 2019, the right arm with A.V Fistula was never used. But during
the thrid dialysis on 18th May, 2019, used the right arm despite warning and caution by the
patient. And within hours the right forearm doubled in size with swelling. Later, it was
found that at the time when dialysis was carried on the patient doctors were not available
to supervise. On reaching home from hospital, patient started experiencing uneasiness and
inability to get down from car. He was rushed back to the hospital immediately. The duty
doctor gave an injection and waited two more hours, for the admission procedures to be
over, to treat him further. In the meanwhile, the patient, being a medical doctor himself,
suspected that gangrene was forming and requested to ampute his hand. But the duty doctor
instead preferred to put crepe bandage. Since gangrene was not managed in time, the decay
of tissue eventually led to septicaemia in body resulting in the death of the patient on 20 th
May, 2019. Also, further enquiry by the widow of the deceased, revealed that patient was
not shifted to ICU due to non-availability of beds and the same was not conveyed to them.
In addition to this, the complainant was shocked to see the death summary, where the cause
of death was mentioned as cardio-respiratory arrest but in reality, it was septic shock or
septicaemia.

The widow of the deceased decided to approach the National Consumer Dispute Redressal
Forum (NCDRF). To the contentions raised by the deceased family, the AAA hospital
defended saying they only provided infrastructure and supporting facilities. But the
NCDRF stated that if the delay was ably averted, the patient would have led a normal life
for 20 years after the transplant as he had a donor ready for kidney transplant. The patient
being a Medical Officer of the Primary Health Centre, under the government of Uttar
Pradesh, for 15 years and he was expected to have bright career prospect. Due to his
untimely death, his wife and three children were suffering loss, of his companionship and
were left with no source of income. In view of this, NCDRF ordered the AAA hospital to
provide a compensation of Rs. 1.3 crore, and to repay the hospital fee of 17 lakhs that was
charged during his stay in the hospital.

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Conclusion

The above case clearly represents the negligence from the hospital, doctor and technician.
Though a physician may not provide assurance to provide possibilities of saving their
patient’s life, he should treat the patient with the best interest by applying his skills and
knowledge wherever it is required. Thus, it is suggested the specialist or physician carries
out necessary test and to get all information and previous medical history of patient. In
India, in majority of the medical negligence cases, hospitals have been held accountable
for the services they provided rather than lack of services.

Teaching note

This situation could have been avoided if the AAA hospital had paid immediate attention
to the suffering patient Dr. X. rather than making the patient to wait for the beds in ICU,
the duty doctors should have made arrangement to shift the patient to a nearby hospital and
in first hand, information about the non-availability of bed should been informed to the
patient’s attender. And they should have heard from the patient, when he requested for
amputation of arm, as the patient being a doctor, has diagnosed the onset of gangrene in his
arm. Since this was not attended immediately, it resulted in septic shock leading to death.
Apart from this, the hospital refused to take responsibility of the errors done by their duty
doctors and in counter argument they denied being responsible for the death saying they
only provided place for the tests on the advice of Dr. M, Nephrologist and they did not treat
the patient. But according to vicarious liability which says “let the master answer and “he
who acts through another does the act himself”, it is justified that, AAA hospital is
responsible for the negligent act done by their employees and the judgement given by
Hon’ble Supreme Court should be accepted.

Reference

Agarwal A, 2016, Medical negligence: Indian legal perspective, Annals of Indian Academy
of Neurology, Vol. 19., doi: 10.4103/0972-2327.192889

Priya Adlakha and Nihit Nagpal, Medical Negligence in India, (2021, April 22), retrived
from https://ssrana.in/articles/medical-negligence-india/

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Care to contribute to a sustainable world besides enjoying some

chocolates, Kocoatrait could be the choice!!

Ramya K Prasada*
a
Assistant Professor, Loyola Institute of Business Administration, Chennai

Abstract:

It’s a rare scenario in this highly competitive world for marketers to promote their products
keeping sustainable economic wellbeing of the society. Many theories such as circular
economy, extended producer responsibility etc have been evolved over the years but to
embrace them in real life business operations has been a challenge. The author here finds
one such start-up run by a young couple and develops a case based on an interview with
the founders of the start-up, Kocoatrait and examines the newspaper reports, their website
and social media posts from time to time to deliberate how this company has made it big in
business with the right use of social media during the pandemic. The author was impressed
with the motto of the company and hence has used qualitative methodology to develop the
case.

Keywords: Kocoatrait, Zero Waste, Sustainable Luxury, Single Origin, Organic and
Planet Friendly, Bean to Bar Chocolate, circular economy, zero waste lifestyle,
minimalistic living.

Introduction:

My eye widened as I read a recent post about the sweet taste of success of TN’s bean to bar
chocolate brand Kocoatrait published in the TOI on Jan 24th, 2022 by Ms. Nandini Sen
Gupta. Kocoatrait is the one of the world’s & India’s 1st Zero Waste, Sustainable Luxury,
Single Origin, Organic and Planet Friendly Bean to Bar Chocolate contributing to
the circular economy, by adopting zero waste lifestyle and minimalistic living, besides
being an artisanal producer to new age customers who want more than a cookie cutter
brand.

Background:

“With the lockdown forcing people to look for both fresh and sustainable food brands this
TN’s bean-to-bar brigade has seen a significant increase in demand with online sales
tripling conquering new customers, without having to spend merely a penny on
advertising”, says Mr. Nitin Chordia, Founder of Kocoatrait. The vegan fruit, nut bars,
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sukku, lemon-grass, lavender, panner-rose, jasmine, jaggery, red rose, mor milagai, masala
chai and such other offbeat flavours with the use of non-refined sweeteners like desi khaand
(khandasari) sugar, palm sugar, jaggery or dates etc seems to have done all the magic,
shared Ms. Poonam, Co-founder of Kocoatrait.

“We sleep well at night being assured that we have cut no tree in our pursuit of offering
Fine flavoured Indian single origin bean to bar chocolates to planet conscious consumers
like you,” says their website. Unlike the modern day commercially driven chocolate
marketers, the website of this start-up Kocoatraits looks sober and states things differently,
starting with a disclaimer stating the initiatives of sister companies with a focus to address
5 specific issues of use of large quantities of water, use of deforested lands, zero child
labour in cocoa farming, use of natural ingredients to keep the richness and goodness of the
product, sustainable practises in packaging of the chocolates.

Being a certified chocolate taster Mr. Nitin Chordia and with his rich experience of being
invited over by many manufacturers abroad. Their website has a link to “The chocolate
tasting guide’’ which probably would make one more curious to read and taste / relish
chocolates in a better manner. This rightly goes to prove that customer engagement through
social media has worked really well for the brand positioning even during the pandemic
period.

Problem statement:

Consumers are becoming far more discerning. If communicating with these consumers
would be the main challenge in future, a challenge also lies in measuring the “impact” of
such communication from those who are theoretically “reached”. There has virtually been
no looking back by the advertisers constantly trying to convince about their new products
and additions. But the TV spots / print ads are too brief to provide much product
information. The growing costs of producing these advertisements varying with the sets,
special effects, talent, equipment, and crew necessary to pull off a simple concept,
frequently challenge the use of the medium by the advertisers. Social media advertising
serves good at demonstrating products. Scope for concentrated reach and reaching out
maximum number of targeted people, being the objective of multinational advertisers,
unleashes their tight budget towards world wide networking and localisation of brand
publicity offering optimized economical packages of advertising. Given this, as a result

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Social media advertising works best for products such as automobiles, fashion clothes,
jewellery, food and beverages.

Media is a number driven industry and that is not likely to change in the near future. But,
as the market matures, the focus will certainly change from “price” to “value”. There are
sporadic attempts to educate clients and guide investment decisions on media, but those are
not adequately supported with numbers. However, traditional television will still be
evaluated based on numbers. Given that there is a universal agreement on “impact” versus
“reach” – appropriate when half of consumer universe is not interested in watching the
commercials / read the ads -- the numbers that correspond with the evaluation must also
indicate such reality. Another way to measure advertising effectiveness is known as ad
tracking. This advertising research methodology measures shifts in target market
perceptions about the brand and product or service. These shifts in perception are plotted
against the consumers’ levels of exposure to the company’s advertisements and
promotions. The purpose of Ad Tracking is generally to provide a measure of the combined
effect of the media weight or spending level, the effectiveness of the media buy or targeting,
and the quality of the advertising executions or creative. The most common method for
measuring the impact of mass media advertising is the use of the rating point (rp) or the
more accurate target rating point (trp). These two measures refer to the percentage of the
universe of the existing base of audience members that can be reached by the use of each
media outlet in a particular moment in time. This becomes very useful when focusing
advertising efforts on a particular group of people.

With the vast majority of businesses spending money on ads, a lot of time and energy has
been poured into their optimization to ensure one can outperform their competitors, without
making a battle of who has the biggest ad-spend budget. This is where AI-tracking shines.
With the ability to read data thousands of times faster than humans, AI-tracking can take
the ad optimization to a whole new level. By optimizing the ads using AI, one can
significantly reduce the cost per lead and ultimately, make more money.

Social media marketing can be a long-term process, and for it to show dividends, one need
to follow a plan. It can help one develop a strong organic presence and gain a reputation
for excellence in a field. It also allows one to work towards their overall business and
marketing goals. One of the biggest mistakes that businesses do is to share excessive
promotional material. social networks are designed to be social – they were never intended

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to be a marketplace for one to sell your products. The content has to be a mixture of
informative and entertaining items, with a small percentage of promotional material added
in. One will also need to like and share other peoples’ content. Most influencers know their
audience well and create the perfect content to interest their followers.

Visual content is more than 40 times more likely to be shared on social media than other
types of content. Top brands on Instagram report a per-follower engagement rate of 4.21%.
That is 58 times higher than on Facebook and 120 times higher than on Twitter. 64% of
customers are more likely to buy a product online after watching a video about it.

Audience attention spans as a collective are getting shorter and shorter. Many people
simply don’t have the time or patience to watch a five- to 10-minute video without scrolling
further down their feed. Becoming skilled in condensing the content down to 90 seconds
or less is a great way to retain the audience’s attention, keeping them interested enough to
not scroll past.

This is a big reason why Instagram reels and Facebook Thumbstoppers are so powerful —
they’re short, entertaining and often an example of visual, short-form storytelling.

Problem solution:

On observation of the reports from the newspapers, magazines and the social media posts
over a period of time, the author has arrived at the possible observations. Some of the
important attributes of co-founders of Kocoatrait that has brought them business even
during the difficult times such as the pandemic are:

1. The differential brand positioning: The Chocolate is for Conscious Consumers!

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2. Staying connected with the community is essential, and most great brands and
marketers know the best way to build a brand is to create a community behind it. Human
beings crave significance, and that significance often comes from being a part of online
communities.

Connection and community go hand-in-hand, so keep that at the forefront of your mind and
marketing strategy.

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Upholding the CSR spirit and emphasising the same in every creative copy

An effective brand helps the product to get noticed, liked and remembered. Brand
implementation means the continuous and consistent application of the brand's image in all
business units, communication channels and media.

In an era where the consumers are driven by the attractive wrapper design, Kocoatrait opens
its webpage with a line remarking: “Planet conscious consumers like yourselves have
helped Kocoatrait save 200+ kgs of single use plastic wrappers from entering landfills till
today! Select Free Shipping on orders above Rs 1000 during checkout!”. Kocoatrait
chocolate wrapper is Upcycled using reclaimed cotton from garment factories and
reclaimed cocoa shells (which is a byproduct of our roasting process) making it
Biodegradable, Compostable and Recyclable. “Currently, 16% of the material (corners
mostly) are wasted when we die cut. We pride ourselves on using the same wrapper size as
the chocolate bar. We do not enclose a smaller bar of chocolate in a large wrapper to make
the chocolate look bigger than it actually is”, as mentioned in their website.

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With an aim to be an eco friendly and inclusive festive gift according to the season,
Kocoatrait has curated "The world's most planet friendly gift box" highlights that
* 4,5,9 or 12 Kocoatrait Zero Waste chocolates made using organic Indian cacao beans with
intriguing flavours (various sizes and price points available).
* Chocolate wrappers are Up-cycled using reclaimed cotton and Cacao shells that we
generate during roasting or beans.
* Printing of chocolate wrappers done at V-Excel Educational Trust, Chennai which aims
to support the inclusion of individuals with special needs.
* Eco Friendly Water based inks used in the printing. * No additional branding/printing is
done on the outer boxes.
* Housed in a specially designed sustainable and reusable palm leaf box made by M.Rm.Rm
Foundation, Chennai which helps and includes traditional crafts women in rural Tamilnadu
find their place in the economic mainstream.
* Planet friendly Starch based ink used in the boxes. * Metal clips are not used.
* Eco friendly Paper tapes used for packaging. No plastic tapes used!
* Shipped across India using Bluedart Overnight service and No Contact Delivery.
* Chocolates wrapped in recyclable paper bubble wrap
* Delivered across India for the 1st time in a tree/paper free Bagasse (sugarcane) paper
based outer box.

“With Kocoatrait, what you see is that you get! We make the chocolate zero waste by
printing various consumer engagement ideas (like greeting cards, Bookmarks, mandala art
templates and health trackers) on the inside of our wrappers. We first wrap our chocolate
in a virgin and recyclable pharmaceutical grade aluminium foil and encourage reuse. It
helps us save the chocolate from the temperature and humidity fluctuations better than most
other materials laced with plastic. It does not have any lamination and hence is 100%
recyclable. In fact, aluminium is the most recycled material in the world. We use only water
based inks making it compostable, biodegradable and recyclable. Most of our printing is
done at V-Excel Educational Trust, Chennai which trains differently abled Indian citizens.
While we do not want to over burden them with our work but they are our 1st go” writes
Mr.Nitin. Further, “We have now made all our small sized e-commerce boxes as reusable
and made with recycled and forest friendly paper! Our small boxes can be re-used for 5
different applications including Gift box, Desk Organiser & Mobile holder, Tablet Holder,
Bird house and Plastic bag dispenser”, he adds. With no tree been cut to make use of any
paper, thermocole boxes or plastic tapes, the company takes pride in marketing its bars!

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This is in contrast to a finding done from a recent study done by the author, among 1000
respondents which included brand conscious consumers and active media users - 500
female and 500 male students between the age groups of 18-23, characterized by their
occupation, pattern of purchase/ consumption of chocolates and media usage, study reveals
that 81.2% and 82.8% of the female and male respondents were able to recognize their
chocolate with its wrapper design and color. About 78% of female respondents and 81.2%
of male respondents said that they would be able to recognize the Sub brands with the
wrapper design. About 70% of female respondents and 61.4 % of male respondents said
that they are familiar with all the celebrities/ad models who endorse the respective brands.

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3. Strategic communication of the USP Striking at every opportunity and shouting

out aloud:

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4. Snowballing publicity: Reposts of hard earned publicity!!

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Conclusion:

A brand that captures your mind gains behaviour. A brand that captures your heart
gains commitment. - Scott Falgo

Kocoatrait is a clear example of how Social media strategies together with right business
objectives help to achieve the Increasing brand awareness; Achieving a set higher quantity
of sales; Improving your ROI; Driving people to increase in-store sales and Grow the fan
base.

“It’s one small step for man, one giant leap for mankind.” - Neil Armstrong

One needs to wait and watch the strides that the company would make in the days to come.

References:

1. https://cocoatrait.com/
2. https://cocoatrait.com/bean-to-bar/bean-bar-chocolate-india-definition/
3. https://timesofindia.indiatimes.com/city/chennai/the-sweet-taste-of-success-tamil-
nadus-bean-to-bar-chocolate-brands/articleshow/89085861.cms
4. https://www.nytimes.com/2020/11/09/dining/drinks/india-cadbury-chocolate-
diwali.html
5. https://makermela.com/maker/id/61e96090d99cfabc39509586
6. https://www.youtube.com/watch?v=0srVqupalpQ
7. https://cocoatrait.com/chocolates/cacao-fermentation-consulting-in-india/
8. https://cocoatrait.com/blog/

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Sterlite Copper – Social and Environmental Issues

MJ Xavier
Professor, Loyola Institute of Business Administration, Chennai

Case Summary:

Sterlite copper, a constituent of the larger London based Vedanta Group of Industries, was
experiencing public protests from the day of its inception in 1994 in a small town called
Thoothukudi in the South Indian state of Tamil Nadu. It is alleged that the company flouted
the norms of the Tamil Nadu Pollution Control Board with regard to air pollution and water
pollution. The judiciary, Government officials and regulating bodies have had a love-hate
relationship with the company that saw several closures and quick come back by the
company. The locals got agitated when the company announced its plans to double its
capacity to make it the world’s largest single location plant manufacturing copper anodes.
Though the locals did not get the support of the main line media, they effectively used
social media to mobilize people for a major show down. What started as a peaceful protest
by hundreds of people swelled to tens of thousands of people on the 100th day of protest
Sterlite copper. As the protest turned violent, the police opened fire on May 22, 2018, that
resulted in the loss of 13 lives. This led to the Tamil Nadu Government ordering the closure
of the plant in Thoothukudi and the Madras High Court staying the expansion of the second
unit.

Keywords: Environmental Governance, Industrial Growth, Stake holders, Regulatory

Bodies, Role of State, Mass Violence, Politics of pollution, Corruption, Business
Environment.

Courses: Business Policy, Public Policy and Business Environment

Sterlite copper in Thoothukudi has been facing protests from local residents and
environmentalist since its inception in 1992. The main contention by the locals was that the
plant was polluting their environment as well as causing a range of health problems. The
plant has experienced several closures in the past on the grounds of environmental
violations. The agitations by tens of thousands of locals culminated in a march towards the
collector’s office in Thoothukudi on March 24, 2018 which resulted in the death of 13
people due to police firing to disperse the crowd. Within a few days the Tamil Nadu
Government ordered the closure of the copper manufacturing Unit in Thoothukudi. What

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can Sterlite do in this situation? What are the lessons for the administrators and the police?
What implications it is likely to have on the industrial growth of the state of Tamil Nadu?
What was the role played by the environmentalists and activists? There are many such
questions that are being debated by the public in the social media.

About Thoothukudi

Thoothudi aka Tuticorin is a coastal town near the Gulf of Mannar in the South Indian state
of Tamil Nadu (See Picture below). Historically it is known as the Pearl City due to the
pearl fishing carried out in the town. More than 25 lakh tones of salt are produced annually
in Thoothukudi district. The weather conditions and heavy winds sweeping the salt pans in
the region are conducive for salt production through evaporation of sea water. Basically,
sea water is pumped into salt pans and allowed to evaporate. A large number of people are
engaged in fishing and allied activities.

Thoothukudi has a natural harbor and serves as a commercial seaport for ships from
Southeast Asian countries, Australia and New Zealand. It has always had good maritime
trade in the region for several centuries.

The port has been one main reason for attracting several heavy industries like SPIC, TAC,
HWP, DCW and Thermal power plant. Added to this several ancillary units have come up
in Thothukudi. The big industries like SPIC, TAC, Thermal plant and Sterlite got located
here because of the ease of importing raw materials like coal, naptha, crude oil, and other
materials.

History of Sterlite in Thoothukudi

Sterile copper is a business Unit of Vedanta Pvt Ltd, which is a subsidiary of London-based
metals major Vedanta Resources Plc., with its headquarters in London. The plant in
Thoothukudi is a 1200 tonne per day (400,000 tonne per year) copper smelter complex. It
also included a refinery, a phosphoric acid plant and a sulphuric acid plant.

Originally the construction for the copper plant started on the 500 acres of land allotted by
Maharashtra Industrial Development Corporation to set up a 60,000 tonne per annum
copper smelter and associated facilities in the coastal district of Ratnagiri in 1992.

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A year-long agitation by local people, fearful of the pollution likely to be caused by the
smelter, forced the government to appoint a committee which found that such industries
would endanger the region's fragile coastal environment. On July 15, 1993, the District
Collector of Ratnagiri sent a letter to Sterlite Industries (India) Ltd asking the company to
suspend construction work on the planned smelter.

That is when they approached Tamil Nadu Government and on August 1, 1994, the Tamil
Nadu Pollution Control Board (TNPCB) issued a No Objection Certificate asking the
company to carry out an Environmental Impact Assessment (EIA). The Ministry of
Environment and Forests seems to have issued an Environmental Clearance on January 16,
1995 without even waiting for the EIA. On October 14, 1996, TNPCB issued the plant a
license to operate with the condition that it develop a greenbelt around 25 metres of the
plant and warnings that the license would be revoked if the factory operations contaminated
groundwater or air.

The Polluting Chemicals from Sterlite

The two major pollutants from the Sterlite factory are Sulphur dioxide (SO2) and Arsenic
(As). The existing standard, set by the United States EPA (Environmental protection
Agency) in 2010, is 75 parts per billion of SO2 based on the 3-year average of the 99th
percentile of the yearly distribution of 1-hour daily maximum concentrations. Short-term
exposures to SO2 can harm the human respiratory system and make breathing difficult.
Children, the elderly, and those who suffer from asthma are particularly sensitive to effects
of SO2. Inhaling sulfur dioxide is associated with increased respiratory symptoms and
disease, difficulty in breathing, and premature death. A 2011 systematic review concluded
that exposure to sulfur dioxide is associated with preterm birth. Sulfur dioxide emissions
are a precursor to acid rain and atmospheric particulates.

SO2 is a by-product in the copper making. Sterlite has put up a sulphuric acid plant to
convert SO2 into sulphuric acid. However, there is not much demand for sulphuric acid
hence, it does not make sense to produce what cannot be sold. In fact, the 3300 Tons of
sulphuric acid produced daily could not be sold easily. They even gave it free to the
neighbouring SPIC plant that manufactures fertilizers. Interestingly, the demand for copper
was so high that they did not want to stop copper production. Since the by-product SO2
could not be converted fully into Sulphuric acid, it is alleged that they Sterlite copper
occasionally let out the SO2 gas in the atmosphere in the nighttime.

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Compared to the US EPA norm of 75 parts per billion, Tamil Nadu Pollution Control board
has set a moderate norm of 5 parts per million. By its own admission the SO2 ppm levels
have touched 1000 ppm on several occasions. One can understand the harmful effects on
the health of the local public due to the SO2 pollution. No wonder the people living in the
nearby areas complained of various health problems, including cancer, and respiratory tract
infections.

Arsenic (As) is an odourless and tasteless metalloid widely distributed in the earth’s crust.
When copper is separated from the ore, Arsenic will stay as a sludge in the copper smelter.
This being a sludge it cannot be let out in the air or water. They are supposed to store them
safely in metal containers away from sun, rain and other elements. But Sterlite has been
storing arsenic sludge in an open pond and they have named it the `cake pond’. When it
rains heavily the pond fills up and overflows to the neighbouring lands. The dried cake is
dug out from the pond and disposed in nearby landfills. Consequently, the water in the
region got polluted beyond tolerant levels. In a report submitted by NEERI (National
Environmental Research Institute) in 2015, based on ground water samples taken in the
region turned out to be 100 to 300 ppm while the acceptable levels are only 10 ppm.

The Timeline of Sterlite Agitations

October 1994: The foundation stone for the Rs. 1300 crore copper plant, proposed by
Sterlite copper, was laid by the then Chief Minister of Tamil Nadu, Jayalalithaa Jayaraman.
A controversial project that got had faced rejections in states like Gujrat, Goa and
Maharashtra, experienced opposition from the local residents and they joined
environmentalists to form the Anti-Sterlite Movement.

1996: The National Trust for Clean Environment approached the Madras high court to
challenge the environmental clearances granted for the project by Tamil Nadu’s ministry
of environment and forests and the Tamil Nadu Pollution Control Board (TNPCB). In the
meantime, the Sterlite plant received a license to operate from the government.

January 1997: The plant commenced operations, producing 391 tonnes of copper anode per
day. Six months later, employees at Ramesh Flowers, a dry flower manufacturing facility
next door, reportedly fell sick and are rushed to hospital. A month after that, workers at a

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nearby Tamil Nadu Electricity Board sub-station complained of headaches and coughing
due to air pollution.

November 1998: A report by the National Environmental Engineering Research Institute

(NEERI), commissioned by the Madras high court, found that the Sterlite Copper plant was
located within 14km of the Gulf of Mannar, flouting the government’s stipulation that it
not be located within 25km of the ecologically sensitive area. NEERI also found that there
were gas leaks from the copper plant that made nearby workers sick, and that it had
contaminated groundwater with arsenic, lead, and selenium, among other chemicals. The
high court ordered the plant to close but a few days later modified its order to allow the
plant to run while the NEERI conducts another study.

March 1999: Workers at a nearby All India Radio office were hospitalized after
complaining of breathlessness and nausea. Despite this, the plant was given permission to
nearly double its production to 70,000 tonnes per year.

October 2008: As protests and court cases against the plant dragged on, a study by
researchers from Tirunelveli Medical College found a high prevalence of respiratory tract
infections among residents living within a 5km radius. They attribute this to air pollution
from a mix of gases and particulate matter.

September 2010: Over a decade after the National Trust for Clean Environment filed its
case against the Sterlite plant, the Madras high court ordered it to be shut down, citing its
violations of the law and heavy pollution. “The materials on record show that the continuing
air pollution being caused by the noxious effluents discharged into the air by the respondent
company is having a more devastating effect on the people living in the surroundings,” its
judgement said. Sterlite Copper appealed to the supreme court of India, which stayed the
order within days, allowing the plant to continue production.

March 2013: Residents of Thoothukudi allege that there was a gas leak from the factory,
complaining of coughing, wheezing, eye irritation, and miscarriages due to the effects of
the toxic gas being emitted. Locals stage a demonstration demanding the plant be shut. The
TNPCB orders the plant to be shut until further notice.

April 2013: The Supreme Court overturned the 2010 Madras high court directive to shut
down the plant, but ordered a Rs100 crore fine on the company for flouting environmental
norms.

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June 2013: Shut for nearly three months, the factory reopened after the National Green
Tribunal allowed the company to commence operations on the grounds that “no scientific
data, analysis, etc., had been placed to show emission in excess of prescribed parameters.”

February 2018: The latest round of protests began after Sterlite Copper proposed to expand
the facility and add a second unit in the factory. The company wanted to double its
production from the current 4,00,000 tonne capacity. If the expansion comes through, it
will be the world’s largest single-location copper smelter in an urban area. Beginning with
around 250 people going on strike, the demonstration grew into large-scale protests with
thousands from Thoothukudi and neighbouring areas coming together.

March 2018: Amid the protests, the existing plant was temporarily shut for scheduled
maintenance. Subsequently, the company sought consent to reopen from the TNPCB. The
request was rejected on the grounds that the company had not complied with the required
environmental norms. Meanwhile, the anti-Sterlite movement gained momentum with
multiple political parties lending support to the protestors.

May 2018: Over 100 days of peaceful demonstrations turned violent with the mob resorting
to burning of vehicles and damage to property that led to firing by the police. At least 13
people got killed and several more injured as police tried to disperse protesters. The Madras
high court, on May 23, stayed the expansion of the second unit at Thoothukudi, insisting
that the company seek public consultation before taking on such a move.

Conflicting stands by the High Court

In November 1998, acting under directions by the Madras High Court which was hearing
a case filed by National Trust for Clean Environment in 1996, the National Environmental
Engineering Research Institute (NEERI) submitted a study on Sterlite's pollution. The study
found that Sterlite

• had failed to develop a greenbelt;

• was producing products it was not authorized to;
• had contaminated the groundwater with arsenic, lead, selenium, arsenic, aluminum
and copper;
• may have tampered with the online air monitors;
• had caused gas leaks that hurt people in Ramesh Flowers and the TNEB office;

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• had located itself 14 km from notified islands in the Gulf of Mannar, thereby
violating the condition laid out in Consent to Establish.
• On November 23, 1998, the factory was closed for the first of many times by the
Madras High Court. In what was to become a pattern, the factory remained closed only for
a few days.
On December 1, a week later, the Madras High Court modified its earlier order and allowed
the plant to run and asked the Nagpur-based National Environmental Engineering Research
Institute (NEERI) to conduct yet another study. This was the beginning of a bonanza for
NEERI. Between 1999 and 2007, NEERI received Rs. 1.27 crores worth of contracts for
various studies, all of which uniformly defended Sterlite's operations and underplayed its
impact.

After having indicted Sterlite on every count in its November 1998 report, NEERI
submitted its second report on February 9, 1999, less than 45 days later that gave the plant
a clean chit, with recommendations that the factory must be run at full capacity to conduct
a Comprehensive Environmental Impact Assessment – a study that ought to have been
conducted before the factory was set up. The study, which ought to have taken less than a
year to complete, was submitted only in July 2003 allowing Sterlite to run at well past its
full capacity in the interim. Where the TNPCB had limited production to 70,000 tonnes per
annum, Sterlite manufactured 1,75,242 tonnes of copper anode in 2004.

On September 21, 2004, a Supreme Court Monitoring Committee (SCMC) team inspected
Sterlite. The team found Sterlite's housekeeping to be shoddy and recommended that
environmental clearance for the company's proposed expansion from 391 to 900 tonnes per
day (300,000 tonnes per annum) should not be given. It also found that a number of plants
that were listed as part of the proposed expansion had already been built. The Committee
directed the Pollution Control Board to inspect and take suitable action under the various
environmental laws if the company had indeed constructed production units without
licenses.

On September 22, 2004, within a day of the Committee's inspection, the Ministry of
Environment & Forests issued an environmental clearance to Sterlite for plants it had
already begun to construct.

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On November 16, 2004, TNPCB submitted its report. It confirmed that the company was
engaged in unlicensed production. It had manufactured 1,64,236 tonnes that year against a
permitted capacity of 70,000 tonnes. It found that an entire factory complex consisting of
copper smelter, refinery, sulphuric acid plant, phosphoric acid plant, converters and
continuous cast rod plants were in varying stages of completion. The Sulphuric Acid plant
had been completed in August 2004 well before the Environment Clearance was issued and
commissioned in October. None of these plants had any construction license from the
TNPCB.

The fatal end to the Agitation

Though the agitations against Sterlite happened on and off from the day of its inception, it
assumed serious proportions when Sterlite announced its plans to double its capacity to
800000 tonnes a year.

What started as a protest by a small group of people went on for 100 days and drew large
crowds of people from various sections of the society - farmers, local people, college
students, housewives, salt producers, boat manufacturers, fishermen groups, insurance
seller’s union, trade organizations, environmentalists and activists. It is not that everyone
was directly affected by Sterlite; but their anger was against the regulators and corrupt
politicians and government officials.

The mode of campaigning too was intense with rallies, speeches by the politicians and
social media campaigns. Initially there was no support from the main line media. However,
the organizers maintained the tempo of agitation for 100 days.

On the 100th day, the agitation turned violent when a crowd of more than 20000 people
marched toward the collectorate in Thoothukudi. The state government defended itself by
saying that its actions - baton charge and firing - were taken under 'unavoidable
circumstances'. It claimed that the march towards the district collectorate and the copper
plant was with the intention of picketing them but later resorted to violence. "To bring the
violence under control, under unavoidable circumstances, police had to take action. To
maintain law and order additional police personnel were sent to Thoothukudi," the
government said in a statement.

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Unanswered Questions

According to an FIR copy, it was Mr. Shekar, a Deputy Teashildar who gave orders to the
police to shoot at the demonstrators. The debate among the netizens is whether a Deputy
Teshildar has such sweeping powers to order shooting. What was the district collector
doing when the incident happened?

Of the 13 killed, Tamilarasan, was the coordinator of anti-Sterlite movement, Snowlin, was
coordinator of the protest at Madha Koil locality, Maniraj, was coordinator of Damodar
Nagar locality and Gladston, was coordinator of Metupatti locality. It is alleged by the
agitators that the police marked them and killed them at close range. Snowlin died by a
bullet that went right through her mouth. With all four said to have been shot at in the head
or chest, there is suspicion whether they were specifically targeted. When the police was
supposed to fire below the knee level to disperse the crowd, it is shocking to see how the
gun was targeted on the chest and head. How was it that in a crowd of 20,000 people, police
could selectively kill the organizers?

Visuals of policemen atop vehicles opening fire pointedly targeting the protestors have
emerged, lending credence to speculation that the firing was pre-planned. It is not clear as
to whether these sniper rifles were really used to kill the agitators. Was it at all necessary
to use such a sophisticated weapon to disperse unarmed people? Did the police use sharp
shooters to kill targeted leaders? Was this police action a pre-meditated and a preplanned
one?

What does Sterlite Copper say?

Sterlite Copper CEO P Ramnath in an interview to Business Today said that the protestors
were under the wrong impression that the plant is polluting. In fact, the plant has been
operating within all the specified parameters for the last several years, he said. "It is
currently shut down as it is under regular maintenance. So, all the more, there was no reason
for them to start this and there was no immediate trigger also since the plant was shut down
for maintenance. Therefore, they were incited into this by nefarious elements," Ramnath
added.

The Chairman Mr. Agarwal is of the view that it was a false propaganda that had whipped
up emotions of the local people. He felt bad about the unfortunate loss of lives due to the
agitation and has also expressed his willingness to help those families. Since copper is an

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important metal and India produces only 5% of the world consumption, we should give
priority to copper production in India.

Supports and Opposers of Sterlite

The main argument put forward in support of Sterlite is that the shutdown of the plant
would cost dearly as it accounts for nearly 35 per cent of primary copper consumed within
the country. Prices would rise and shortfall will have to be met with imports.

A section of people, particularly those working at nearby port and in transportation

business, have reportedly opposed the closure as it could impact livelihood of thousands
of people. Rajinikanth, actor turned politician, feels that agitating for every small issue
would be harmful to the growth of the state of Tamil Nadu. Sadhguru, a spiritual guru in
Tamil Nadu, says that India needs copper so we should not shut the plant. Else we may
have to buy from China. Environmental norms could be fixed. The supporters paint a
picture that it was the religious groups and the Marxist groups that were behind the
agitation.

Mohan C Lazerus, a Christian evangelist with good number of followers in that region gave
a provocative speech that gathered a large number of supporters for the anti-Sterlite
agitation. The catholic church too has supported the locals. Fatima Babu, a local
environmentalist interacted with Foil Vedanta founder Samendra Das, a non-resident
Indian based in London, to get support for the agitation. Foil Vedanta is a London-based
network targeting Vedanta allegedly for its ‘human rights abuses and illegal operations’.
Thirumurugan Gandhi, leader of the Naam Thamizhar party too gave speeches accusing
officials of taking bribes and allowing Sterlite to function.

Business Perspective

Since the plant shut down, India has become a net importer of copper losing precious
foreign exchange. The Sterlite plant in Tuticorin was meeting close to 46% copper required
in India. This has dealt a heavy blow to downstream copper products makers such as copper
wire makers and motor manufacturers, for whom raw material cost makes for a lion’s share
of their total cost of production.

The closure of Sterlite copper has not only hurt the users, but also the 1,100 direct
employees and about 3,000 contract labourers, and the contractors who supplied services

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and products to the company. The entire ecosystem that thrived on one factory has
collapsed due to the plant closure.

The management is trying to reopen the plant by fighting court cases and by persuading the
local activists.

Issues and Concerns

The Sterlite lock down has left several unanswered questions. Was the company at fault?
Did they float the norms? Do we need greater teeth to the laws governing environmental
pollution? What is the real damage to the environment as compared to the benefits that the
country got by the Sterlite plant in Tuticorin? To what extent the claims of agricultural
lands turning fallow or the health of the people getting affected due to the pollution, can be
substantiated? Why did so many activists converge in Tuticorin to get the Sterlite Unit
shut? Were there invisible forces supporting them from abroad? Is the police action in this
case justified? Was there a failure of intelligence and handling of situation by the
Government officials?

Discussion questions

1. Carry out a social cost benefit analysis of Sterlite Copper in Thoothukudi.

2. Carry out a stakeholder analysis on Sterlite Copper. Include the management,
locals, the Government, different political parties)
3. What are the gaps in environmental governance?
4. What led to the police firing that resulted in the loss of 13 lives? Discuss the
Government View Vs Public view.
5. What are the lessons for the Government and Management of hazardous industries?

References

1
Nityanand Jeyaraman, History of Sterlite in Thoothukudi: A story of betrayal by Crony
regulators, March 26,2018, News Minute, https://www.thenewsminute.com/article/history-
sterlite-thoothukudi-story-betrayal-crony-regulators-78481, accessed on 28th June 2018.
2
Sulpher Di Odide, Wikipwedia, https://en.wikipedia.org/wiki/Sulfur_dioxide, accessed
on 28th June 2018
3
Julie Mariappan, Sulphur dioxide emission from Sterlite high, says government, Times of
India, April 10, 2013, https://timesofindia.indiatimes.com/city/chennai/Sulphur-dioxide-
emission-from-Sterlite-high-says-government/articleshow/19470029.cms, accessed on
March 26, 2018
4
Nityanand Jeyaraman, Sterlite – here’s proof: The data on how the smelter is likely cause
for water pollution, News Minute, April 05, 2018,
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https://www.thenewsminute.com/article/sterlite-here-s-proof-data-how-smelter-likely-
cause-water-pollution-79055, accessed on 28th June, 2018
5
Susha UN and Maria Thomas, TIMELINE - Protests, miscarriages, deaths: Sterlite
Copper’s 20 years in Thoothukudi, Quartz India, May 24, 2018,
https://qz.com/1287476/sterlite-coppers-20-years-in-thoothukudi-have-been-marked-by-
deaths-miscarriages-and-endless-protests/, Accessed on 28th June 2018.
6
Nityanand Jeyraman (March 2018), op cit.
7
Prinyanka Thirmurthy, Thoothukudi killings: FIR reveals who ordered firing, and a
possible cover up, The News Minute, May 28, 2018,
https://www.thenewsminute.com/article/thoothukudi-killings-fir-reveals-who-ordered-
firing-and-possible-cover-82060, accessed on 29th June, 2018.
8
C Shivakumar, Thoothukudi firing: Four of the protesters shot dead were prominent anti-
Sterlite leaders, Indian Express, 24th May 2018,
http://www.newindianexpress.com/specials/2018/may/24/thoothukudi-firing-four-of-the-
protesters-shot-dead-were-prominent-anti-sterlite-leaders-1818733.html, accessed on June
29, 2018
9
Anti-Sterlite protests claim 11 lives: All you need to know about Thoothukudi stir,
Business Today, May 23, 2018, https://www.businesstoday.in/current/economy-
politics/sterlite-copper-protests-Thoothukudi-violence-vedanta-sterlite-
smelters/story/277532.html, accessed on June 29, 2018
10
Vatsala Gaur, India turns net copper importer for first time in 18 yrs, Economic Times,
October 21,2019. https://economictimes.indiatimes.com/industry/indl-goods/svs/metals-
mining/india-turns-net-copper-importer-for-first-time-in-18-
yrs/articleshow/71683392.cms?from=mdr, accessed on July 1, 2020.
11
Speech against Sterlite by Mohan C Lazerus, https://youtu.be/puB36B8JNeo, accessed
on June 29, 2018
12
M R Subramani and Aravindan Neelakandan, Anti-Sterlite Protest: Who is behind the
Thoothukudi turmoils, Swarajya, April 5, 20018, https://swarajyamag.com/politics/anti-
sterlite-protests-who-is-behind-the-Thoothukudi-turmoil, accessed on June 29, 2018.

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Emotional Intelligence & Intrapreneurship as a Catalyst to Navigate a

VUCA World

Saptarshi Ghosha*, Poushali Deya, Shweta S Ghoshb, Bharat Chillakuria

a
Indian Institute of Foreign Trade (IIFT), bD’Solve Ecotech Pvt. Ltd.
Abstract:
The purpose of this case is to familiarise students with the complexities of ethical
dilemmas - leadership, crisis management, emotional intelligence in a post-merger
consolidation. The case details a conversation amongst four individuals: CEO, CHRO, VP
– Business Development, and Sr. Manager Business Development. The case sheds light on
how difficult it is for the reporting managers to handle retrenchment decisions. The case
revolves around Abhinandan (name of the protagonist is amended on request to honour the
privacy of the individual) is a real-life character, and the events spanned out precisely the
way it is captured in an organisational restricting leading to the merger of Century Textiles
and Industries Limited, its subsidiary Century International, separately listed entities under
BK. Birla Group of Companies and Aditya Birla Group. Questions at the end of the case
facilitate the students to appreciate the organisational behaviour variables such as affinity
bias, emotional intelligence, self-efficacy, psychological contract and intrapreneurship
mindset. The case also provides practical lessons for HR Managers that some employees
like Abhinandan look at such post-merger decisions with optimism and coverts adversity
into an opportunity.

Keywords: Unconscious Bias, Emotional Intelligence, Psychological Contract,

Intrapreneurship, Drive and Self Efficacy, Personal Branding.

The Case Study:

It was a Monday morning and warm sunny day in late winter of 2017. As I got into
my car to go to work, I could feel a chill in my spine, something I had not thought about
for a long time. It wasn't because of the temperature outside, as those days, I used to live in
Mumbai – a tropical climate zone. I was supposed to meet Abhinandan in a few minutes.
The million-dollar question that was going on in my mind was; how do I break the news to
him? Having worked in leading corporations in senior roles for more than a decade, and
now as Vice President – Business Development, I always felt control over my emotions.
This was due to the fact that I had witnessed multiple business complexities to call myself
a seasoned professional. However, today was different. I used to take pride in the fact that

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my alma mater taught me most of the things about business, but not this! Honestly, after
many years, I was feeling helpless. How do I break the news to Abhinandan? I have known
him for a little more than five years now. A genuine guy, a good performer and an able
manager, Abhinandan got married a few months back, and now, his wife is six months
pregnant. Also, very recently, they have moved into a new house near my place and were
planning a baby shower soon. All these thoughts rocked my placid mind while Abhinandan
stood and smiled at me as I entered the gate of his house.

Mumbai (The Maximum City)– The city stretches for more than one hundred
kilometres from north to south. The city flaunts high life and sea-facing offices towards the
southern tip. But, these are only for a select few, as the cost of real estate is one of the
highest in the world. Well, I know this as we were in the same business - Business of ‘Real
Estate Development’, and that too in one of the classy locales of Mumbai. Most people here
cannot afford to stay close to their work and commute for hours in trains and buses to reach
the office. Thankfully, I had a company car along with a driver—one of the perks that come
with a higher position in corporate life. But, as I kept thinking about my privileges and
blessings, the mind gave rise to various negative thoughts! What if tomorrow it's my turn?
After all, any Merger & Acquisition between companies comes with complexities and
collateral damages, and I knew that very well.

My thoughts were disrupted by the sudden voice of Abhinandan, who greeted me

with a smile and hopped into the car. I always believed in helping people by small gestures
like offering a lift to co-workers at work. As a leader, I tried to be one of them rather than
boss my way around, throwing my weight. This participatory leadership style has helped
me manage large teams effectively.

Today, Monday, we had our regular weekly review meeting with all board
members. Although I could conjure the possible outcome, still there was one person who
could make that difference, and that was Abhinandan and his sales team. I looked at
Abhinandan as he handed over the progress report sheets. I could make out that it wasn’t
very encouraging with one glimpse. I gave a stern look at him, trying to conceal my
understanding of him and his abilities. I knew he was sharp, hardworking and meticulous,
but performance matters the most when it comes to delivery. I could read his expression
and hear him asking for some more time, attributing the reasons for the low growth of sales
to the new RERA (Real Estate Regulations Act) norms and ‘Demonetisation'. We were

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navigating in the aftermath of one of the most turbulent economic phases witnessed by the
real estate sector in Mumbai and the entire of India.

That day in the office, the meeting didn’t go well as expected. The merged entities
were already overwhelmed and were reeling under the crisis of excess manpower and
resources, a common aftershock of organisational restructuring, mergers & acquisition.
Most of the roles had more than one executive onboard. It’s been nearly six months since
the organisational restructuring led to consolidation among its three separately listed
subsidiaries. The initial idea of our Chairman was to find out ways to accommodate all
employees, as they have been loyalists to the company for many years. But he knew that
this could only be possible provided we grew rapidly and expanded our footprint into new
markets. However, what we witnessed as an external economic condition (RERA and
Demonetisation) was jeopardising any such plans. I very well knew we were on the D-day.
In previous meetings, the managing committee/board members decided that if business
growth stays impeded, we will have no other option but to hand over pink slips to a section
of the white-collared workforce, starting this week. The verdict was finally out; we were
asked to downsize immediately and communicate it to our respective teams.

As I silently walked out of the meeting room (boardroom), I could feel a hand on
my shoulders. It was my CEO. I still remember those words, “You know what to do, it’s
hard to let go of your own handpicked people, but that’s the only way to save the sinking
ship. Try keeping it as humane and kind as possible. End of the day, they are our people,
but sadly we have no other option". The next few hours passed in understanding the budget
implications and going through the pre-decided list of ‘retrenched employees’, along with
our CFO, CHRO and Vice President HR. Finally, I told myself, the time had arrived, as I
entered the discussion room to meet my team to break the news.

The merger between the three separately listed subsidiaries of the group had
happened nearly six months back. There was enough grapevine in the organisations, and
most of the employees had an inkling to the fact as to what could happen to them. There
were multiple positional replications in the hierarchy for each role. An obvious outcome of
the post-M&A scenario made the company extremely top-heavy. Instead, most people were
looking at moving jobs and were actively searching in the market. The external economic
slowdown further aggravated the problem of job search too. I had reasons to believe, purely

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as an employee myself, that most team members were mentally prepared for the worst and
had already conditioned their minds.

As I addressed my team, I could sense an air of fear and uncertainty in that room. I
tried to keep it as short and objective as possible, considering my CEO's inputs on empathy.
I told them that looking at our company's financial position; the board has decided to let go
of some resources. The company will be stable post the downsizing, and others (pointing
at the folded list in my hand, containing the retrenched member’s names) need not panic at
all as this won’t be repeated, and they are safe. Adding to this, I mentioned for the one’s
whose names are on that list, the company will provide a three months’ severance package
and a provision for deferred relieving in case the employee needs time to move between
jobs. The company will try to accommodate them in due course, subject to vacancies and
fitment in any other company within our group. Finally, it was told to all that the HR
department would send an email to all those listed candidates, and they need to meet the
HR team and me during the stipulated timeslot on a one to one basis. At the end of the
meeting, I couldn’t see the team eye to eye as I exited out of the room.

The next few hours were the most challenging part of my two-decade-long
corporate journey. I had to meet 8 of my team members to hand them the pink slip while
addressing their queries and listening to their exit interviews in an utmost empathetic way.
Not all was smooth, and not all were nice during the process, but that was anyways expected
from such situations as every individual had their insecurity and financially exposed
liabilities to defend. Such obnoxious behaviour from some members was anticipated, and
we were prepared for the same. Similarly, even though we had a policy wherein the
retrenched employees could come to the workplace as usual, till they got a job elsewhere,
as part of the CEO's vision of empathy and mental health; we were also prepared for the
fact that none of the employees will be coming to work from the very next day. The reasons
can be attributed to the fact of us handing over a cheque in lieu of the promised three months
of salary and needing the time to search jobs elsewhere, leaving alone the understanding of
disengagement that creeps at the moment an employee starts serving the notice period.

When the turn of Abhinandan came, we never anticipated it to be any different from
that of others. However, we were in for a great surprise. He entered the room with a very
positive body language and a contagious smile, maintaining eye contact and greeting us all.
We went ahead with our usual paraphernalia and wished him the best for his future

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endeavours. But what transpired next surprised us all. Abhinandan said that he had his
apprehensions and mentally prepared himself like most others in the organisation. He
further added that we would like to come to work every day for which he is paid for in
advance unless he lands a job elsewhere. To me, he demonstrated courage and optimism in
the midst of adversity. He also happened to check if he could use the Senior Manager's
cubicle (His own cubicle in the office) to work or operate from one of the huddle rooms
towards the office's exit, which was generally used for external guest meetings. This
sensitivity of his was completely unexpected given the current scenario.

That day I was delayed at work and could see from my glass cabin, Abhinandan
working and talking to clients on calls. He was his usual self as if nothing had happened.
Under normal circumstances, I used to drop Abhinandan on my way back home. He had
recently sold off his car to reduce his already high debt of the newly purchased house.
Today I couldn’t help appreciate his financial foresight and adoption strategy. However, I
was a little unsure if I should have continued with my usual practice of giving him a lift or
ignored him and moved on. It was a mixed feeling of guilt and vulnerability, as I didn’t
know how he would react outside the office premises when he meets me alone, in the
confines of the car. However, on second thought about what my CEO had said earlier in
the day, I decided to inform him that he could join me on my way back home.

The return was smooth, and when the car approached the gates of Abhinandan’s
apartment, I could see his six months pregnant wife standing below to receive him. I was
speechless and wasn’t prepared for this at all. She came to me and, much to my surprise,
thanked me for giving them the three months’ pay in lieu of the notice period and trusting
Abhinandan and allowing him to use the office. She added that her mother was living with
her, and they didn’t want her to know about the chain of events at the workplace, as that
can impact her mental wellbeing at an advanced age. Also, Abhinandan going to work will
not invoke any suspicion in her mind too.

In the next five-plus months that Abhinandan spent his time working in my team,
his energy, optimism and performance was at an all-time high, and he was always punctual
at work, maintaining very cordial relations with all at the workplace as well as all external
agencies that he used to deal with. As understood, and as part of the company policy, he
wasn’t paid beyond the initial three months of the notice period. Neither did he get any job
confirmation from other companies. Upon checking with him, he told me that he is learning

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new skills from some edutech platforms offering MOOCs courses. He was also regularly
applying for jobs through LinkedIn, job postings in various job portals and networking with
placement consultants. Most of these he did during off-work hours, and with his newly
found skills, he was also able to value add to his style of working and could positively
impact some of the interlinked cross-functional teams.

The lone case of Abhinandan had widely surprised all across hierarchy and
functional domains in the organisation. The same was also seen very positively and
appreciated by the organisational leadership team, who were no less surprised to witness
this unique trait in the organisational context. The organisation used various psychometric
tools for onboarding and assessing its employees. We were aware that Abhinandan had the
traits of “High I and Low D” with respect to his DISC Profile (A Psychometric tool used
to analyse human behavioural attributes). This trait of ‘D+I’ could justify his behaviour
under normal circumstances, indicating someone who demonstrates dynamism, charm,
goal orientation, determination and commitment and can quickly adapt to changing
situations and pressure. But under the given adversity, even that failed to convince many
seasoned leaders.

In the middle of all these events, Abhinandan kept a cool head and demonstrated
very high levels of EI (Emotional Intelligence) both at work as well as home. His wife
delivered a healthy baby too. After nearly six months, there was an internal job posting in
another group company. The same was spotted by our CHRO. Looking at the tremendous
changes in skills and performance of Abhinandan, he was asked to apply for the same. The
CEO himself wrote a letter of recommendation for Abhinandan, and subsequently, he was
absorbed in the administration team in Group Corporate Headquarters as Senior Manager
Administration for the same CTC, and his pay was regularised.

Assignment Questions:

1. What was the need for the Sr. Manager- BD to report to work after being handed over
the pink slip?
2. Do you think the VP –BD could have saved the Sr. manager –BD from the retrenchment
list. As the case narrates that both these executives had a good working relationship?
3. When the company was downsizing and had offered three months' pay, why did the
company allow the Sr. Manager and others to come to work and talk to existing clients?

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4. Do you think EI & Intrapreneurship traits and drive helped Abhinandan get back his
career on track? Do you think his approach towards self-discovery and realignment to
the workplace and innovative approach demonstrates a progressive mindset? If yes, what
is the significance of these in his career?

Teaching Notes on Emotional Intelligence and Intrapreneurship as a Catalyst to

Navigate a VUCA World
Intended Audience and Academic Level:

This case can be used in undergraduate, graduate, and management development

programmes in relevant courses, such as leadership, crisis management, human resources,
organisational behaviour, and entrepreneurship.

Teaching Objectives & Expected Learning Outcomes:

By presenting the dilemma in the mind of the two company executives (the business
manager and his subordinate), the case study facilitates in-depth discussion on multiple
issues related to crisis management, pre and post-merger issues faced by employees, mental
well-being, leadership traits, relating traits to psychometric tool analysis, emotional
intelligence, avoiding unconscious bias, psychological contract, and loyalty at the
workplace, intrapreneurship, self-efficacy, having an open and progressive mindset,
building personal branding and the significance of staying relevant for enhancement of
visibility in the organisation and industry.

Introduction:

The case is set in the backdrop of an organisational restructuring leading to a merger of

multiple separately listed companies under the aegis of a larger entity – the group company.
Incidentally, the industry captured in the case relates to the Real Estate sector. The timing
of the case is such that it falls during the otherwise turbulent period of Indian real estate,
caused due to Real Estate Regulations Act (RERA) and Demonetisation. One of the authors
of this case, Saptarshi, was the Vice President – Business Development of the company in
the discussion. During his tenure, the situation unfolded in front of his very eyes.
Abhinandan (name of the protagonist is amended on request to honour the privacy of the
individual) is a real-life character, and the events spanned out exactly the way it is captured
in the case. The protagonist was asked to put in his voluntary resignation (captured as a
pink slip in the case). Such procedures of asking the employee to put in a resignation request

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are pretty common in the industry. They are done to camouflage a pink slip, which has
negative implications for a candidate's future job search. The protagonist requested the
company to allow him to continue working without additional pay beyond the salary
offered in lieu of the notice period. After his resignation, he further continued his duties
and enhanced his skills and productivity. This was a unique turn of events, and everyone in
the organisation was surprised by this observation. Ultimately, due to the protagonist's
continued loyalty, resilience, skill up-gradation and positive mindset, he was referred to
another group company job opening, where he was finally employed back as a regular
employee.

Background:

Century Textiles and Industries Limited and its subsidiary Century International were a
separately listed entity and were under the B.K. Birla Group of Companies led by the
legendary Mr. Basant Kumar Birla. At the time when Mr. B.K. Birla turned 90 years and
lost his wife due to old age. He had to turn back to his already successful grandson and
industry tycoon, Mr. Kumar Mangalam Birla, the chairman of Aditya Birla Group (A
Group established by and named after Mr. B.K. Birla's son, Late. Aditya Vikram Birla).
Initially, in 2015, Mr. Kumar Mangalam Birla was appointed as the Vice-Chairman of
Century Textiles & Industries Limited. Subsequently, till 2019, there were multiple
restructuring and M&A's in the various entries listed under the two group companies
leading to changed internal dynamics and culture of both these groups.

Problem:

Today most of us are engulfed in the impacts of a VUCA world. The most critical aspect
differentiating between one's success and failure is one's ability to A) accept the problem
by responding rather than reacting, which is only possible with high levels of emotional
intelligence. B) Demonstrating critical thinking to quickly innovate a solution and C)
Execute it with agility and speed. In this case, the protagonist was in the midst of a turbulent
phase that could have jeopardised his career and could lead to long term implications
financially, socially and emotionally. However, he navigated through the situation with the
correct approach and turned adversity into an opportunity.

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Lessons Learnt & Proposed Solution:

Sr. Manager, Business Development - All through the case was showcasing very
high Emotional Intelligence and Intrepreneurship throughout the company restructuring
process by not revolting against the management and the decisions made. However, he
ensured that he finished his work in hand to leave the organisation on very high personal
brand value in the eyes of his existing clients, the organisation, and the leadership team.

VP-Business Development – Showcasing traits of democratic leadership by

demonstrating humanness as a leader, giving the team autonomy to perform during
turbulent times, and keeping his Emotional Intelligence high on professional and personal
levels by avoiding biases.

CEO – Showcasing the importance of emotional intelligence to the VP-BD and preparing
him with the outcomes of challenging discussions. Also, he was not shy from making tough
calls purely on an objective basis. However, he ensured that the decision should be handled
with maturity and empathy, and every stakeholder demonstrates kindness rather than
aggression.

CHRO – He was vigilant in the organisation's changing dynamics and the emotions
involved while he kept a close eye on the opening across group companies and immediately
aligned the fitment and informed the Sr. Manager - BD about the role, and completed the
due diligence.

Recommendations:

VUCA stands for Volatility, Uncertainty, Complexity, and Ambiguity. As the name
suggests, these four parameters cannot be comprehended and planned. Hence, the
conventional strategic management and planning models cannot be applied in such a
scenario. However, one's ability to innovate with agility and speed can create an impact
and be a differentiator. Traditionally, these attributes were linked to start-ups and
entrepreneurs; however, with changing business culture and dynamics, organisations have
taken cognisance of their otherwise inability to adapt to the change and have imbibed
concepts such as SBU’s, agile organisational structures, and nimble leadership. Under these
new matrices, large teams have broken down into smaller teams and business heads and
given much autonomy to function with agility, speed, and ownership with limited

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resources. This style can also be related to intrapreneurship, demonstrating entrepreneur

abilities within a large organisation.

Research Methodology:

The case is derived from primary sources, based on ethnographic research methods such as
detailed participant observations, face to face discussions and interviewing of all characters
in the case and further documenting the same chronologically in a handbook for future
reference.

DISC Profile:

The protagonist demonstrates high I and D in his psychometric profile. People with this
attribute demonstrate:

Dominance (High) - Responds to challenge, are independent & aggressive and objective &
task centered.

Influence (High) - High on trust, gains energy from interactions and values contacts and
linkages.

Compliance (Low) - Low on fear quotient and performs best without guidelines.

Steadiness (Low) - Innovative in approach and are high on emotional intelligence.

Teaching Plan:

Pre-Session Activities - Watch Movies following movies

▪ The Pursuit Of Happyness (Release date: December 15, 2006)

▪ Waffle Street (Release date: September 24, 2015)
▪ Case to be shared beforehand, and students should be advised to reflect upon the
case.

Session Activities –

▪ Group discussions in breakout rooms

▪ Combined class discussion, debates, and role plays
▪ Lecture by faculty on linkages of various HR&OB theories w.r.t. the case study

Post Session Activities –

▪ Student assessment by way of Q&A

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Assessment Questions & Model Answers:

1. What was the need for the Sr. Manager- B.D. to report to work after being handed over
the pink slip?

Ans. In a VUCA world, it is paramount for professionals to be relevant with their

knowledge and be in immediate recall. When the business had handed over the pink
slips to the team, it was not just important for the Sr. Manager to be relevant in the
industry before he could land up in another job, but it was also his drive, self-efficacy,
and importance to his executive presence that made it more important for him to
return to work and keep doing what he was doing and continue to do his best at it.

2. Do you think the V.P. –B.D. could have saved the Sr. manager –B.D. from the
retrenchment list. As the case narrates that both these executives had a good working
relationship?

Ans. It is very important to keep your personal and professional lives separate as a
professional. To avoid any form of unconscious affinity bias, and since it was a
business decision, personal influence in this regard would be counted as there is a
certain bias by the VP-BD toward the Sr. Manager. Also, to avoid any form of
pressure persuasion in the management decision taken after much debate and
deliberation, any interference would result in imbalance and post in an internal
uproar. It would damage the organisation's climate and question the very intent of the
leadership team. Also, it would put the V.P. in a bad light as he would be perceived
as an individual with low Emotional Intelligence and leadership skills. His own
credibility as a leader would be at risk.

3. When the company was downsizing and had offered three months' pay, why did the
company allow the Sr. Manager and others to come to work and talk to existing clients?

Ans. Company policies to address mental health for existing employees and employees on
notice period. (Considering these employees were affected by the M&A and were not
terminated on performance grounds).

Employees exiting the company are often thought to be the flag bearers of the
organisation. Every organisation would want its ex-employees to talk good about the
company and ensure that these exiting employees leave with a feeling of
organisational empathy and support.

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The retrenchment decision was a business decision that is often harsh and cruel,
devoid of emotions. However, employees are human, with complex emotional
structures, hence must be dealt with compassion. It is more in the implementation of
the decision than the decision itself. To ameliorate the impact of the business decision
and provide for a cushion to absorb the knee jerk effect, the company allowed them
to work.

4. Do you think E.I. & Intrapreneurship traits and drive helped Abhinandan get back his
career on track? Do you think his approach towards self-discovery and realignment to the
workplace and innovative approach demonstrates a progressive mindset? If yes, what is the
significance of these in his career?

Ans. An employer-employee relationship is a long-term cohesive bond that arises out of

mutual benefit. The stronger the bond, the stronger is the propensity of the individual's
commitment towards the organisation. This bond is often explained by the
psychological contract theory (P.C.). This concept was introduced by Chris Argyris in
1960 and was popularised by Levinson et al. (1962). It is an unsaid commitment,
agreement or perception of mutual obligation in an employee-employer relationship.
A psychological contract is more a state of mind that obligates both employee and
employer in an employment relationship to be committed, dedicated and responsible
towards each other. This state of mind within an employee often restrains him from
making hasty decisions and enables him to nurture a long-term relationship with the
employer. In our curious case of Abhinandan, we witness such an unusual dedication
and commitment in the face of a crisis. The sense of ownership and controlled E.I., the
willingness to realign, and acceptance of business decisions result from the strong
psychological contract he has developed with the organisation. The company allowed
him to operate and continue in office until he found himself an opportunity, owing to
the unsaid mutual agreement of psychological contract. The innovative approach
towards such an adverse situation results from the sense of ownership and
commitment, which is a manifestation of a strong P.C. Loss of organisational
commitment is a consequence when employees feel that their organisation has failed
to keep their psychological contract intact. (Guzzo et al.,1994). The traits mentioned
above are the manifestation of P.C. These traits enable individuals to progress through
the tides of the changing business world and organisation uncertainty. The ever-
changing global business dynamics pose threats and opportunities to us all. However,

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how to deal with it is a million-dollar question. Developing skills like controlled E.I.,
decision making, adaptability, and crisis management often helps us steer our way
ahead of the tumult. However, it is equally important for an industry or organisation to
survive and sustain the challenges of chaos and uncertainty. In modern times the
greatest challenge is to retain a quality talent pool. The bond between employer and
employee has been important, hence the need for psychological contracts and their
adherence. The concept of P.C. has received immense popularity in recent times since
it offers the reasons for the employee-employer conflict and proposes a way
forward.(Herriot et.al,1995). Hence, the company must foster an organisational culture
that would encourage the skills readily required for the individual's career progression
and sustained organisational growth. In the case of Abhinandan, these acquired skills
aided him to scramble through the crevices and reach the apex of success.

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Niall Cullinane, & Dundon, T. (2006, July 4). The Psychological Contract: A Critical
Review.
Wiley.https://www.researchgate.net/publication/227722791_The_Psychological_Contract
_A_Critical_Review
Sadri, G. (2012). Emotional intelligence and leadership development. Public Personnel
Management, 41(3), 535-548.
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Analysis. International Journal of Law Management & Humanities, 1, 2581–5369.
Retrieved February 2, 2022. https://www.ijlmh.com/wp-content/uploads/2019/03/Impact-
of-RERA-on-Indian-Economy-A-Critical-Analysis.pdf
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Sector. International Journal of Latest Technology in Engineering, VI.
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Syabarrudin, A., Eliyana, A., & Naimah, J. (2020). Does Employees' Self-Efficacy Drive
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of the literature. SAM Advanced Management Journal, 74(2), 32.

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Artificial Intelligence: A Boon or Bane for Human Potential and

Labour-Intensive Economy- An Exploratory Study on Pandemic Ridden
India
Arunava Narayan Mukherjeea*, Kana Mukherjeeb, Soma Bose Biswasc, Smita Chakrabortyd
a
Professor, School of Management Sciences, Maulana Abul Kalam Azad Univ. of Tech., West Bengal
b
Dean, Faculty of Law, University of Engineering & Management, Kolkata
c
Associate Professor, Acharya's Bangalore Business School, Bangalore
d
Hospital Management Department, Haldia Institute of Health Sciences, Haldia

Abstract

With the advancements in technology, organizations are increasingly embracing

technology to keep themselves ahead strategically in comparison to their contenders.
Organizations are adopting lean business system and they are continually experimenting
and updating their business processes. HR systems have transmuted its modalities from
intuition led system to a data driven system. Like any other changes, the exordium of AI
into HR operation is withal being debated along the processes it is going to disrupt and
withal, on the matter of possible abbreviation in manpower requisites in industries after
implementing it at large scale particularly now or near future in this pandemic ridden
society where mobilisation of big workforce is a major challenge. The aim of the paper is
to study the extent of the utilization of AI in modern organizations, to comprehend the
transmuting nature of future jobs in the context of the application of AI, to study the impact
of Artificial Intelligence on the Labour-Intensive economy like ours and how it is affecting
current human potential and job market. A qualitative mode of research is utilized to
construct the paper. Data is collected from the HR manager through in-depth interviews. It
is conspicuous that though industries are heavily utilizing the people-analytics for their
various HR functions, AI is currently in its nascent state of utilization. AI is primarily being
utilized for aptitude sourcing, on- boarding and employee engagement functions. The
research explores the future emerging areas where, implementation of AI will be high, as
well as it comprehends that more techno – HR people will be in demand to handle the HR
operations.

Keywords: AI enabled HRM, Talent sourcing, Employee Engagement, COVID 19

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Introduction

The strategic approach to effectively manage employees and increase their performances
in the organizations is Human Resource Management (HRM). Over the years it has served
to remain an essential aspect in the existing companies. HRM helps organizations to
achieve their aims, mission, vision, and goals by making them unique amongst their
competitors and adopting innovative practices like selection, recruitment, compensation
management, talent retention, performance appraisal and so on. Off late it is shifting from
its administrative work and advancing towards work automation, robotics, machine
intelligence, augmented intelligence that are entirely reconstructing the workforce
characteristics of the organizations. Presently Artificial Intelligence (AI) is the most
important word which is redesigning HR practices globally in every sector. It is an
emerging technological tool which helps to improve employee performances and work
productivity. One of the main purpose of emergence of this technology is to efficiently
maintain large scale data and information by organizations, to help in effective decision-
making, to access employee performances, avoid repetitive work and maximize
organizational output. It is a part of computers which uses machine intelligence but behaves
mostly like a human brain (Mokyr & Vickers, et al., 2015)14. It also helps HR personnel to
automate their communications with candidates who are applying for jobs, screen
candidates from the pool of application forms, conduct large number of interviews in a
short span of time, efficiently recruit the right candidate for the right designation, provide
performance feedback to all, providing on time training and development to employees and
maximizing their work efficiency (Nun, 2019)15. A lot of research is continuously taking
place on AI but till now it is not known whether it is advantageous or disadvantageous to
our society. With the introduction of AI, people feared of loosing jobs as dependency on
machines increased at a faster rate. However, slowly, and gradually, industries and
organizations started accepting it. Though, some people are still assuming that AI can
threaten human potential because if too much machine work increases, human labour will
gradually decrease, thereby resulting in loss of jobs. Thus, this paper will help to study the
extent of AI utilization in the organizations and whether it is a boon or a bane for Human
Potential and Labour- Intensive economy like ours.

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Background

In the present times, organizations which are still following traditional processes are facing
challenges as emergence of new technology is spreading worldwide (Exiron, 2018)9 The
Human Resource Management (HRM) which is the pillar of any organization must
immediately accept these new technological advancements and utilise them in their usual
functionalities like recruitment, selection, employee retention, compensation management,
performance appraisal, employee rating and deciding employee salaries and workers wages
(Wall & Wood, 2005)20. With proper training and development HRM helps employees to
increase their work productivity and attain the goals and objectives of the organization
within a short span of time. Artificial Intelligence which was first introduced in the year
1956 by John McCarthy is an intelligence by Machine which acts like a human brain. It
uses various algorithms which are installed in different AI tools and software which further
helps the HRM personnel to ease their work (Netessine & Valery, 2012)16. It helps in work
automation and prevent doing repetitive task thus helping HR managers to focus on other
important areas where machines cannot play a role (Pickup, 2018)18. Organizations are run
by employees who are expert and knowledgeable in their field. Thus, selecting and
retaining these employees through proper recruitment process is important. The process of
shortlisting from a pool of applications and selecting appropriate candidates for a job role
is recruitment. With the application of AI, HRM will be able to conduct the process
effectively and automatically, not having to do much of a manual task (Recht & Bryan,
2017)19. Skilled and experienced employees are selected with the help of Intelligent
Screening Software; an AI tool which helps in analysing the rate of turnover. AI also helps
to access a candidate’s body language, answering skills, choice of words and personality
traits during the interview process thus helping the HR team to make the final selection. It
also helps them to provide individual performance feedback within the time limit thus
making the process smooth and swift (Bondarouk & Brewster, 2016)2. AI also helps in
providing training and development programs to employees in an effective way and helps
to assess the training gaps, based on which suitable measures are taken (Chamberlain,
2016). Automation of work will have an impact on the workforce distribution and work
timing of an organization. Uneducated and Unskilled workers are at a high risk in terms of
work automation except where they need to perform extremely vital task (Abramovitz &
David, 1996)1. When loss of employment will be minimized, workers will need to upgrade
and transform their skills and knowledge as required.

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As per recent research, sufficient jobs will be available if workers can upgrade and
learn the new technological skills with proper training and development (Ball, 2010)3.
However, the upcoming job environment may not be the same as before or may not be of
the same type and thus workers will have to adopt to the new situation and adjust
themselves to these challenges (Bessen, 2017)4. Occupations based on higher as well as
middle level education both have tendency to grow in future (Broadberry & Wallis, 2016)5.
Industries which use digitalised technologies have shown to bring positive changes in
business as well as led to improvement in the work quality. Production outcome although
depends on employees, workers, stakeholders, and government policies (Caselli &
Manning, 2017)7. Production growth will be higher in the next five to ten years if AI
applications are used judiciously and substantially. Although organizations may suffer a
large amount of expense while investing in learning and training sessions for their
employees but the after effect will be beneficial (Crafts, 2010)8. Organizations who start
using this technology at an early stage will benefit overall. As advancements are taking
place, the concept of AI is becoming popular in various sectors like Healthcare, Finance,
Supply Chain, Agriculture and so on. AI software used in the agriculture and food
production sector helps to provide sufficient food supply to the country thus promoting
hunger- eradication. Farm View is one such example of AI which helps in managing crops
and improving breeding of plants. A heat tolerant grain Sorghum in Africa is used in this
case to meet food demand of the country (Elliott, 2017)10. AI software is also widely used
in areas of transportation, advanced analytics, improved electric signals on tracks
(Eurofound, 2012)11. Application of AI helps organizations to increase their level of
productivity and profit and eventually these profits are provided as wages to workers and
other employees (Evans & Schmalensee, 2014)12 The profit is used in the work operations
of the organizations and the output obtained is invested for more production which further
leads to promotion of new jobs for employees (Fouquet & Broadberry, 2015)13 This will
have an economic impact of the country (Nedelkoska & Quintini, 2018)17. AI will help to
grow and upgrade the Information and Communication Technology sector thereby making
its contribution important to the Indian Economy.

Problem Area / Issues under Investigation

1. To study the extent of use of Artificial Intelligence (AI) in the Modern

Organization.

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2. To comprehend the changing nature of future jobs in the context of application of

Artificial Intelligence (AI).
3. To study the impact of Artificial Intelligence (AI) on the economy of the country
with special reference to the job market.

Research Methodology

The research on implementation of AI in different industries and its’ effect on Job market
are at a nascent stage. There is a dearth of literature. Hence, the paper followed a qualitative
approach to have a better understanding of the research questions. The respondents in this
research are the General Manager – HRs from different companies. Generally, these people
are from the decision-making level of their companies. Hence, a narrative approach was
adopted to have a better understanding of the research questions and comprehend their
views regarding adoption of AI in their respective companies. The paper used secondary
data from the journals, literature available in the websites to understand the application of
AI globally and primary data from surveys to understand the level of AI adoption in the
selected Indian companies and its future prospect. 14 Senior professionals from various
sectors were approached for the interview out of which seven people gave their consent to
take interview. Seven senior HR professionals mainly General Manager - HRs from various
sectors viz. oil and gas sector, manufacturing, healthcare, construction, media, power and
energy, retail, were interviewed to understand how they are using AI in their respective
fields. A semi structured interview was administered to steer the discussion around the
research questions. The respondents were interviewed over the phone and each respondent
shared their stories. The narrations were then transcribed by online transcriber website
otter.ai.com. The common keywords as prescribed by the website are as: Artificial
Intelligence, Strategy, Learning, adoption. The extracts of the discussions are noted in the
next segment of the paper.

Findings and Analysis based solutions

The application of AI in the organization

AI is impacting every function and the modalities of business. For example, AI helps in
managing various sub-stations in the energy plant which helps to study the amount of
electricity load consumed or needed; power-consumption, system process through which

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consumption is done and obtain daily workforce updates. It also helps to prepare forecasts
and prediction reports and analytics of the operations, thus making work easier for the
employees. The respondent from the healthcare sector expressed that AI helps employees
to work better, provide fast and efficient service to clients, diagnose problems and issues,
analyse cases and provides accurate information for specific problems. Agriculture and
Diary sector are also using artificial intelligence in their work process. AI is helping the
employees to easily access the process, payment and make other operations smooth thereby
preventing brokers from making money and helping in delivering products directly from
producers to consumers thereby minimizing loss and maximizing output and profit of the
business. One of the respondents also shared his organizational experience related to the
AI application in the office canteen to reduce wastage of foods. The office canteen uses AI
tools through which employees select the items and amount of food they wish to consume.
With the help of a biometric automatic display of trays and coupons are provided; thereby
preventing wastage of food. But the implementation of AI is not so smooth. It is
comprehended from the interviews that to implement AI the initial step needed is a change
of mindset to accept the technology.

The role of Artificial Intelligence (AI) in Human Resource Management (HRM)

Like other business functions, HR as a business partner also adopting artificial intelligence in
the HR processes. It was understood from the in-depth interviews that AI is being used in many
areas of HR function such as: Recruitment, selection, performance management, employee
retention, etc. AI is helping the managers to conduct smooth recruiting operations and
conducting large scale interviews. AI helps in synchronizing the questions and analysing the
answers, providing timely feedback, study the interviewees behaviour traits, choice of words,
language, interest in the field, predicting a rate of attrition and helping in employee retention. AI
also helps in performance management, employee engagement, proving training and
development for employees, study the net promoters score, happiness quotient of employees;
thereby increasing motivation.

As per respondents, the implementation of AI in various HR functions will be

expedited with the current COVID situation. Organizations regular operations are being
challenged in a big way as employees are now becoming remotely connected due to “lock
downs” and there is a restricted use of employees on-site. Experts from the field of Human

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resources, opined that in the current COVID situation, as most of the operations are
performed online, the adoption and use of AI in various HR functions, is becoming obvious
and essential. In the post pandemic situation, the use of AI will be more significant to
balance between organization’s reduced size in terms of manpower and efficiency in terms
of result. The companies are now experimenting and embedding AI to do the mundane jobs
for the HR department. It uses psychometric tools, helps in augmenting and automating
work by selecting suitable resumes from the pool of applications, chalks out the previous
companies the employee has worked in, helps in recruitment of employees, integrate
multiple data, synchronizes behavioural competency of candidates, performances,
employee retention, analyse the rate of success, helps to understand which employee suits
in which position and study the rate of attrition of the organization. AI is helping the HR
department to perform more efficiently and strategically by performing the routine and
repetitive works in a smarter and more efficient way, and thus helping the HR managers to
deliver service with speed, accuracy, and more bias-free way. It is evident from the
responses that artificial intelligence can also help the HR managers to retain potential
employees correctly predicting possible details, which creates grievances even at the
individual level. AI tool helps to understand the gap between organizations and individual
expectations and hence help HR managers to take measures. Thus, HR department gets
more time to concentrate on managing other important areas where machines cannot play
a role.

AI is helping the HR partners in augmenting and automating work, prevents repetitive and
manual task and allows them to concentrate on building strategies for achieving company aims
and goals within a short span of time.

The changing job nature and acceptance of Artificial Intelligence (AI) by the Indian
companies

Adoption and implementation of technology have never been easy. When computers were
discovered and computerization of businesses was in force, people feared of losing their
jobs and a huge resistance resulted in socially. But with time it is proven that it helped in
increasing employment and changing lifestyles to a better one. Similarly, AI when merged
with HRM in the modern companies is benefitting everyone in an effective way. People do
not have much of a choice but to accept it, though most companies have already started

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using the technology. The COVID 19 has expedited the work – from – home concept and
has made the gig-economy a reality today. People and organizations are becoming more
accustomed to the changing context with the fast adoption of technology. It was evident
from the interviews that post COVID, organizations will be looking for more specialty
skills and the forms of work – contracts are surely going to be changed. According to the
respondents, quick adoption of technology and artificial intelligence, will help managers in
better decision making and forecasting which is already been proven to be advantageous to
the companies. After adoption of LPG economy, the IT/ ITS hubs in India are flourishing
while other sectors are still at a developing stage. With the adoption of AI technology, these
sectors will also bring in more productivity thereby increasing jobs for people. Another
respondent mentioned how companies like Google, OLA, UBER, OYO have already
adapted AI technology and with the help of its tools and software people are getting benefits
in their day to day lives. AI will help to manage the workforce globally. AI will help the
organizations to identify skills correctly, from a large pool of candidates. It will help the
organizations to design competitive compensation packages and help the HR managers to
integrate workforce across the world reducing the cultural and semantic barriers.

The viability of Artificial Intelligence (AI) for a labour-intensive economy like India

As per experts, AI is a viable long-term proposition, even for a labour- intensive economy like
India. According to the respondents, the introduction of AI will benefit all stakeholders. It helps
in work automation and upgradation. Adoption of AI will change the job nature and hence the
requirement of skills will be different. HR managers have to predict the future requirement of
skill sets and must take corrective actions by providing training sessions to employees for
learning the new technologies, help unskilled workers to upgrade their skills and utilize
workforce in operating these tools and software. Several respondents feel terminating employees
can never be a solution be it in times of recession or in times of pandemic; rather they can
diversify their work process and upgrade employees’ knowledge and skills that can be used
efficiently for production and organizational benefits.

The impact of Artificial Intelligence (AI) in the Indian Economy & Job Market:

India is a labour-intensive country. The cost of implementing AI is generally huge. It is generally

beyond the capacity of small and medium scale to implement the artificial intelligence at large
scale. Our country is comprised of a huge number of blue collared workers who are less skilled

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and less knowledgeable. So rapid and wide adoption of AI in all industries and in every
organization, is not possible in this country. Adoption and implementation of AI will lead to
transform our lifestyle, work culture and communication. Though the entire world is moving
towards automation, India cannot resist its’ implementation. But the country must plan wisely
at macro level and focus on building future- skill sets among young workforces. Thus, industries
and organizations must utilize these people by providing proper development and training for
operating these tools and software. Employees must upgrade their skills to be able to work
effectively and efficiently; thereby increasing the rate of employment. The country can create
and implement the skill-based courses in collaboration with the academics and industries.

Adoption of AI in different fields will improve the operational efficiencies of the industries. It
is understood from the discussions that AI and Robotics helps in augmenting and automating
work, reduce manual task, prevent pilferages cybercrime, work repetition and maintain large
scale data and information. This will not only increase organizational productivity and output
but will also provide time to employees to concentrate on other vital areas where machines
cannot play a role. Thus, it will have a positive impact on the Indian Economy and Job Market.

Conclusion

The Artificial Intelligence and its adoption are still at their embryonic stage in Indian
companies. With the adoption of such sophisticated technology, in one side, the
organizations are dreaming of efficiency, higher productivity, better organizational
performance whereas on the other side requirement of changing skill sets and decreasing
manpower, creating fear among the mass, which results in hard resistance against the
implementation process of AI. On the other hand, lack of expertise and high cost of
adoption is also hindering AI to implement in the organizations. The adoption and
implementation stage of AI vary from organization to organizations, as well as function to
functions. While the marketing departments of several organizations are using advanced
level of AI, there, the HR departments are using AI at the very initial stage. But it is evident
from the above discussions that adoption of AI in business functions is inevitable and only
it is a matter of time. With the COVID 19 pandemic this has become the utmost necessity
for many organizations, particularly who works across the Globe. HR partners of the
businesses are also adopting AI at a fast pace to do away with the mundane works and
deliver efficient services to the stakeholders. It is understood from the discourse that the

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prerequisite for a successful implementation of AI across the industries throughout the

country, needs a concerted effort from industries, academia and Government.

Questions for Discussion:

1. How has application of AI changed the HR functions?

2. How AI benefits HR function?
3. Is AI desirable in a labour-intensive country like India?
4. What is the limitation of AI in HR function?

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2. Bondarouk, T. & Brewster, C. (2016). Conceptualizing the future of HRM and
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3. Ball, K. (2010). Workplace Surveillance: An Overview of LabourHistory.51(1). Pp:
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11. Eurofound (2012). Trends in Job Quality in Europe. Luxembourg: Publications

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12. Evans, D. & Schmalensee, R. (2014). The Antitrust Analysis of Multisided Platform
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13. Fouquet, R. & Broadberry, S. (2015). Seven Centuries of Economic Growth and
Decline. Journal of Economic Perspectives. 29(4). Pp: 227-244.
14. Mokyr, J., Vickers, C. & Ziebarthm, N.L. (2015). The History of Technological
Anxiety and the Future of Economic Growth: Is This Time Different? Journal of
Economic Perspectives. 29(3). Pp: 31-50.
15. Jeremy Nun. (2019). The Emerging Impact of AI on HR. Accessed from
https://www.forbes.com/sites/forbestechco uncil/2019/02/06/the-emerging-
impact-of-aion-hr/#6d23a2ca5496 accessed on 20.03.19. V (1).
16. Netessine, S. & Valery, Y. (2012). The Darwinian Workplace. Harvard Business
Review. 90(5). pp: 25-28.
17. Nedelkoska, L. & Quintini, G. (2018). Automation, Skills Use and Training (OECD
Social, Employment and Migration Working Papers, No. 202). Paris, France:
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ilibrary.org/employment/automationskills-use-and-training_2e2f4eea-en#page1.
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32(1). Pp: 1-3.
19. Recht, M. & Bryan, N. (2017). Artificial Intelligence: Threat or Boon to
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Tatva Consultancy Ltd. (TCL)

Srividya Raman*
Hindustan Institute of Technology and Science, Chennai

Abstract:
A major information technology company was looking to transform their managers. The
Managers needed to develop certain skills and mindsets to enable them to thrive in the
changing environment. This requires a journey of transformation – of mindsets, beliefs,
ways of working and skills. To realize this vision, it needed alignment across locations,
functions and businesses. This challenge was amplified by the chaos created by the
pandemic. The early research identified that to create a comprehensive transformation,
there will need to be a paradigm shift in the processes, new technology adoption, ways
of working etc. As these variables and the impact began to compound the company took
a policy decision to outsource this transition. The company selected to manage this end
to end was TCL. The case below describes the problem and challenges faced and how
human behaviors were changing through this process of transformation. It is an
interesting case as it captures the David and Goliath story of the power of small
consultancy dealing with a giant client. As you read the case, do consider the following

What are the lessons to be learnt? What made TCL strategy effective?

What should be done in the future to make this strategy scalable?How to improve the

delivery process?

Introduction:

Some time back Ms. Sabitha Rajan (SR), Director of Tatva Consultancy Ltd (TCL) had
sent the proposal to a large IT company, for their Managers Transformation Journey in
their organization. She was surprised when early in the morning she opened her mailbox
and found that TCL was selected. She jumped from her seat with happiness. She was
wondering how a big client had selected a small consultancy firm. The challenge for her
team was whether the team was ready to take on this expansive project in terms of
managing stringent timelines, scale of operations, engaging with multiple stakeholders
and importantly to the satisfaction of client.

About TCL- they curate bespoke solutions for clients. TCL focuses on offering solutions

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in the area of leadership, developing high performing teams, client engagement, diversity
and inclusion, 1 on 1 coaching and employee engagement. It takes pride in the belief that
it is a small organization with big ambitions, with a vision to enable people to bring their
best selves to work. One thing that has been constant in the 11 years of operation has
been the belief - leave no one behind and that everyone has unlimited potential…. This
belief has helped the organization to grow from a team of 3 founding partners to 24
people. Located in 5 countries in APAC, having conducted over 3000 programs and
considered a force to reckonwith in the training and development space. It has over 100
clients across several industries (to name a few - Banking, NBFC, Luxury car retail,
Housing and Construction, KPO/BPO/Contact Centres, Consulting, e-commerce, NGO
etc.)

This journey has had its moments when this one time where SR was meeting a client in
the morning as a founding partner, post that, a conversation with another client, where
she was negotiating wearing a hat of a financial expert. Interestingly that same afternoon,
she played the avatar of a driver, driving 20km to meet one of the clients and hand over
the MBTI assessment forms. From playing multiple roles as delivery person to
Technology expert to Master trainer and Founding Partner. Today the organization had
grown to have multiple departments that has hired some of the best talents in different
functions within the company.

See Attachment 1 - Profile document

About the Client - American multinational information technology company
headquartered in California. Has developed and provided a wide variety of hardware
components, as well assoftware and related services to consumers, small and medium-
sized businesses and large enterprises, including customers in the government, health,
and education sectors.

The company directly marketed its products to households; small- to medium-sized

businesses and enterprises, as well as via online distribution; consumer-electronics and
office-supply retailers; software partners; and major technology vendors. It also offered
services and consulting business for its products and partner products.

The company has grown exponentially to a revenue of 200 million USD. It has more
than 1 lac employees across the globe. India alone has 50000 employees. They also
have outsourcing model, where they outsource certain business to help in managing the

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ever-changing requirements. They have both B2C and B2B clients.

India Head Mr Bharath Srivatsav (BS), Handles the following verticals - Contact Center
India and global; Field Officers - India. Getting into the call with SR got to know the
following:

The culture within the organization is committed and stable. The Mid management are
typically 15+ years in the organization. It is a very value-based organization where decision
making, and actions are taken based on core values. They are subject matter experts and
are excellent problem solvers for customer issues. Their managerial style is people-friendly
and accommodating. The managers themselves were uncomfortable with change and that
came across in their interactions with their team members. This undercurrent was also felt
by the team members and thus increase in resistance to change.

So, BS was having anxious moments, given the VUCA world and the rapidly changing /
demanding client and competition… something fundamentally needed to shift in people to
be adaptable and to develop a growth mindset. He also wanted to set a base / standard and
then take it to the next level. BS had invited his core team comprising of 4 Leaders to this
discussion. Each of them gave their perspective about the problem at hand. This helped SR
and her partner to clearly understand from each of the Stakeholders. To create this kind of
360 change it will need a systemic intervention that would look at what is the as-is situation
and help them to take the leap of change to make that holistic transformation - of mindsets,
beliefs, ways of working and skills. The insight was that people are so rooted in their
comfort zone that the managers do not seemto see the need for change or feel equipped to
make that change. This translates into no change executed.

The Learning and Development team were good order takers and specialized in process
and product training. What was needed now was to bring in experts not just in training also
in being able to design interventions that would create the attitudinal shift, equip them with
skills as well as help people embed the change. This had to be covered across the entire
organization. So, an entire battery of people was required to execute the series of
interventions. This is when TCL was brought in because of their consultative approach
to designing unique solutions and a large team of capable trainers who could deliver
sessions across locations.

What TCL did: SR shared these findings with her core team to collectively think of

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solutions. The TCL way of designing solutions included - Deep research with key
stakeholders - both in the form of personal interviews and focus group discussions. This
study was conducted across all locations, across levels and functions with sample
populations.The purpose of the research was to step into the shoes of the employees,
understand their painpoints, missed opportunities, hear anecdotes and experiences of their
success and challenges.

Problem in detail:
TCL conducted high-level research to understand the problems that Managers and team
members were facing in responding to change. The high-level research and conversations
with key stakeholders elicited some of the problems listed below. These could be classified
under 3 broad heads - External, Team and Self.

External: Rapidly changing customer expectations, agile competitive environment, new

trends in the industry, pandemic and ways of working.

Team: Millennial, Getting the best from new ways of working, Trust in people during
remoteworking, resistance to change and relationship building (Internal and External).

Self: Wellbeing, managing change, stress and lack of resilience, communication and
managing emotions.

These problems were impacting the manner in which people showed up in their work
environment. This was resulting in behaviors like transactional conversations with
customer,micromanagement, breakdown of trust, high level of stress, communication etc.
For example, In the call center - analysis of listening into calls, reading the main
interactions, helped SR to understand the following:

Customers trust the brand. Expect high quality products and are loyal having the multiple
products being used for both personal and business. In almost all cases, there were multiple
interactions (telephonic & service center visits) priorto case being escalated. They often
have & share detailed information about past contacts (phone or email). Given changes in
education & work norms due to Covid (work from home & online schoolfor children) -
high sense of urgency & expectation of faster turnaround. Severity of cases varies – based
on issue, responsibility, customer profile, impact.

Primary reasons – delayed or no solution despite follow up, multiple contacts needed
between different channels (customer care, service center), specific product related

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concerns, cost benefit requested (free visit, replacement wrt warranty etc.) In some cases,
customer threating to escalate to consumer court / raise matter in social media All this
resulted in increase in call volume, frontliners customer interactions skills were notup to
the mark. As a result, increase in escalations and talk time. At the end of this extensive
research, TCL met with the leadership team to propose a holisticchange that would make
change trans-formative and ensure it is long lasting.

Table 1 - depicts the Holistic proposal at a glance

In summary, a 360-degree approach was suggested for the change management.

Table 2 - depicts the extent of the participant profile, number of programs, number
ofparticipants, duration of the interventions

Table1: Proposal at a glance:

Employee Proposal Outcome

Category
Leadership Team Strategy Meeting To help define the big picture and way
forward forthe year
Mid Mgmt Team Leadership Development To enable them to learn, practice and apply
key managerial skills, with customized 360
assessmentpre and post.
Front end Team Customer Interaction To enable them to learn and apply customer
interaction skills to reduce escalations and to
(Call center and wow the customers
Fieldteam)
Supervisory Team Manage Front end To enable them to help and support the
transitionthat their front end team is going
through
Table 2: Delivery:
Participant Profile Num of participants Num of programs

Seniors / Mgmt. 11 3 days – workshop

group
Mid Mgmt. Team 45 Journey - 360 pre and post assessment; 4
Virtualsession, 2 projects, 2 coaching 1 on
1. 8 spread across 4-6 weeks

Front line 4500 3 programs of 2 hours each

Supervisory 50 1 program of 2 hours

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Below is a reference of the end-to-end intervention completed for the call center team:

Profile of participants: Young millennial, either graduates or diploma holders; energetic

and new to corporate life

Type of program: Program which helped them to understand what is expected in their role,
understand customer needs, skills to handle customer needs, handle difficult conversations.
The program helped them understand what not to do, what is just right and what is to be
achieved.

Purpose: To help reduce escalations, move from transactional service to relationship

building,

Outcome: To set a basic standard of customer interaction and Reduce escalations.

Metrics: Count of escalations, Call handling time

SR sitting in her favorite place and reflecting on the monumental task thought – ‘it was not
abed of roses during the delivery phase. Loads of problem faced both from the clients end
and TCL end.’ All these interventions were happening in parallel. Design of various
programs, Training TCL trainers, certifying them, blocking their calendar, coordinating
with the logistics team of the clients, getting the batches created, session links
communicated to both the participant and the trainers, attendance tracking, follow up,
feedback link, feedback analysis and so on. SR faced problems at every stage…Log in link
was wrong… she got to know on the day of the program, the trainer was waiting to be “let
in” while the participant were waiting for the trainer to come in!!!;

One trainer called SR desperately stating that she had 70 participants in her session, while
theattendance batch list showed only 30. Confusion in the link, resulted in 2 batches joining
one room. Since parallel sessions, trainers were also confused on the power point slides to
be used, the stories to be shared … so much more of the chaos was happening internally
within TCL. With deep faith in the team’s ability to stretch themselves during these times,
the team responded with agility, quick thinking on the feet in these moments of crisis. Each
team member knew the entire TCL team had its back. No one felt alone or left to handle
the problem alone. Team members were working through holidays, sick parents at home,
kids online classes etc. Team came together with agility and trust.

SR was proud that her team grew in stature during this phase.

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On hindsight, it just brings a smile on how she overcame every one of the crisis
moments. She knows it could not have been possible without this robust set of team
members who werealways giving and offering support.

Outcome:

Initial feedback started pouring in. Course corrections were done. Based on the feedback
received during the initial roll out - course corrections were done to help the participants
relate and apply the learning's. At this juncture is when the Supervisory team was identified
for further training to help support the change.

Few Course corrections that were done across the categories were:

360- d e g r e e assessment - tech issue - due to firewall issue, this was overcome by
havingdiscussion with the tech team and sorting this “url” out

Content of the Frontliners - were changed to suit the audiences nature of work. The
constructremained the same. Few specific topics got added based on the input

Metrics were being tracked

While the project is still work in progress, SR was invited to a meeting with the key
stakeholders to discuss the progress made with respect to the project.

She was happy to see the trackers and the numbers shared by the team. Both qualitative
andquantitative data.

Qualitative data highlighted - How participant were happy after the program, how they
foundit useful and relevant across all the participant category.

In fact, one person said about the application of a technique taught to handle difficult
customer and how the customer had sent a mail of appreciation.

One of the mid manager team shared with us the structured approach of giving feedback
hashelped her to handle and support a difficult employee.

In another case, how a manager applied an approach to handle millennial and found that
hewas able to raise the bar of the entire team.

The Leadership team was able to apply tools learnt during the strategy meet in their
projectimplementation.

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Quantitative date - Shared by the contact center, While the volume of work has increased,
theescalations have come to an all time low. The graph below illustrates the same

So across all other departments, results started pouring in.

Way Forward:

SR and her team are looking happy with the mid term reviews and results of this multi-
level project. The various inquiries from the Clients regional team further establishes the
success ofthe program interventions. Phase 2 is being discussed for the Front line team.
The team is charged up to complete the rest of the project deliverable and get into Phase
2.
As you reflect on this case,
What facts come to your mind?
How did you feel as you went through the journey through the narrators’ eyes, ears and
heart?What are your key learning's?
What are some thoughts that you are getting?What was similar to your experience?
What was unique and different to you as you read the case?
What other ways do you think this project could have been handled?What has been
covered well?

What has not been covered?

Whether this will be a sustainable change management?What challenges could come

up during the roll out?

What challenges do you foresee after the roll out?How can it be circumvented or

preempted ahead?

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The Leader, The Manager and The Blind Faith: A Case of Imperial Spa
and Resort Private Limited

Tanmaya Kumar Mishra

NSB Academy Business School, Bengaluru

Abstract:
Mr. Balraj had joined Imperial Spa and resort Private Limited. as an HR manager with a
high spirit and enthusiasm in August 2017. He was so happy to work with the director
named Mr. Shastri who treated the employees fairly and maintained an equity in the
organization. Mr. Balraj was highly inspired by Mr. Shastri’s leadership. All employees in
the organization were very satisfied till Shastri’s retirement in January 2020. Balraj the HR
manager was also told to headhunt a suitable candidate for the director position by the board
members. Balraj and the Board members recruited Mr. Sinha as a director in February 2020
who had 25 years of experience in the hospitality industry. The director made all possible
changes in the organisation to take everything under his control. After a while, Balraj
realized that recruiting Sinha was a wrong decision. The director tried to remove Balraj and
other old employees to bring his own people into leadership positions in the organization.
During the pandemic, lockdown happened across India and the hospitality industry was
very badly affected. The company under the guidance of the director fired many highly
skilled and experienced employees. The business of Imperial Spa and resort private limited.
went drastically down. Later on, the business was closed. By the time the board members
realized the importance of the right people strategy at the right time, it was too late.

Introduction:
Imperial Spa and resort Private Limited were started in 2012. The policies, the procedures
and the protocols that are followed were all designed by Mr. Shastri and Mr. Balraj. There
were certain positions - For example, the Director of SPA and Resort or the Manager of
Human Resources, the financial controller appointed with the consent of board members.
For all the other positions, the director has the freedom to make decisions.

Imperial Spa and resort Private Limited are the largest SPA and Resort in Banglore and is
situated next to an industrial hub, expo mart and easily accessible from the airport. The

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Imperial Spa and resort Private Limited is spread over an area of around eight and a half
acres and has 398 rooms, and out of these rooms, 50 rooms are suites consisting of one-
bedroom and two-bedrooms. The Resort has a Convention Centre, different event venues,
open lawns and gardens, calculating up to 51,000 square feet of banqueting space. In
addition, the Resort has multiple food and beverage outlets and various restaurants,
including an all-day coffee shop, an all-day dining outlet, a Chinese and Italian speciality
restaurant, and an Indian speciality restaurant called the lounge specializing in Punjabi
cuisine, a beer cafe and various pastry shops. The HR Manager ensured that Imperial Spa
and resort Private Limited had the best-trained hands and became one of the most sought-
after destinations.

Background:

Mr. Balraj had a good time working for Imperial Spa and resort Private Limited. for a few
years as an HR Manager. He found the company's culture to be exceptionally pleasant,
healthy and focused on the well-being of its employees. The director Mr. Shastri, a man
who embodied leadership, was at the helm of the company. This boss was completely
invested in the company and its people, and he toured the resort every morning, saying
hello to everyone. As per the instruction given by the director, Balraj ensure that every
person in the company had their birthdays celebrated. The director Mr. Shastri gave each
person a present that was unique for them, something they either needed or wanted. In other
circumstances, an employee may be experiencing financial difficulties and will be given
money as a present. Employee engagement and satisfaction were given the highest priority
during Mr. Shastri’s tenure in the company.

The director planned for a supper to be presented to the working staff after visiting the
resort and handing them gifts. The supper was served by volunteers from the corporate
team. People actively volunteered to work at this time, allowing those with families to have
time off. Every holiday was commemorated by a festivity of some type. Every year, there
will be a picnic for all of the employees and events will be celebrated; employees were also
be greeted and invited to the organization's success parties. The staff saw that, even though
they were working throughout the holidays, Mr. Shastri took time out of his vacation to

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honour and congratulate them. Employees adored this leader and would go to great lengths
to help him and the company.

Problem:
In January 2020, Mr. Shastri retired from the company. As a result of the transaction, the
company's leadership changed. Mr. Balraj was also told to headhunt a suitable candidate
for the director position by the board members. Balraj recruited Mr. Sinha as the new
director in February 2021 who had 20 years of experience in the hospitality industry. The
newly appointed director was expected to bring in fresh ideas and propel the company
forward. The new director was the polar antithesis of everything the company's employees
and culture had been built on. After two months there was a severe change found in the
communication. The director was listening to only those people who supports him and not
raising any issues no matter what. Employee irritation increases due to unnecessary
pressure of work and assignments from management. Existing processes of work were
changed and new strict policies and procedures were formulated. Cost-cutting in all the
areas was immediately incorporated into the company. Expenses incurred in the employee
engagement programmes like birthday celebrations, success parties, sharing of gifts for
acknowledgment of work were stopped with immediate effect.

The newly appointed director was struggling hard to prove in front of board members that
he was the best fit for the company. He was controlling the employees by creating fear
among employees of losing jobs. Sacked a few individuals from the Spa and resort, when
they raised their voice about the immediate changes of policies and procedures, neglecting
employee welfare and engagement programmes. Mr. Balraj also communicated the same
to Mr. Sinha several times but he did not listen to him. Mr. Sinha also scolded Balraj in
front of all the employees that he is insincere and soon he will be removed from the
company. Mr. Balraj could not be able to tolerate when the director demanded extra
benefits from the company and also fly with the business class overseas whenever there
was any meeting with clients, summits, and workshops. The director also denied staying in
a fully furnished official quarter near the resort suggested by Balraj and he preferred to stay
in a costly bungalow in the city where the cost was borne by the company.

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The director was never tried to connect with the people of the company, leaving all the
employee's concerns behind, and was focused on his own interest and benefits. He managed
to gain the confidence of the board members by committing false promises and playing
politics. The director did not like the unity among employees and use divide and rule
policies. Created an environment where every employee in the organization is sceptical
about their roles and responsibilities. If anyone had any problems and issues, they preferred
to communicate to Mr. Balraj only. In such a situation, employees were given importance
to safeguard their position in the organization. Observing the popularity of Mr. Balraj as an
HR manager, the director wanted to remove Balraj and a few other managers from the
company. Being an HR manager Balraj always ensures employee welfare in the company.
When Balraj tried to escalate the issues faced by the employees to the board members he
got the blame for not respecting the hierarchy and by-passing Mr. Sinha to gel with the
board members. After one year as the director became acclimated to his position, he
brought in his own people for the leadership team in the organization.

During the pandemic, the situation was getting worst for people in the hospitality industry.
Imperial Spa and resort Private Limited lost 90% of its customers. There were no footfalls
during the pandemic. No communication was made with the stakeholders of Imperial Spa
and resort Private Limited directly or indirectly about any backup plan during the crisis.
Mr. Balraj repeatedly informed the board members as well as Mr. Sinha about the
consequences of the pandemic but his voice was never heard. Mr. Sinha was always busy
with his own personal work and never bothers to visit SPA and the resort. As old employees
of the company already got fired and new employees joined by the recommendation of Mr.
Sinha they never complained.

Mr. Balraj was unable to tolerate the situation of organizational cronyism created by Mr.
Sinha and resigned from his position. Soon after many highly skilled and old employees
had resigned from their position. The company faced high attrition and the situation went
beyond their control. Later on, the business faced huge loss and was closed on August 2021.

Proposed Solution from three sides:

I. The Leader - Mr. Sinha:

Mr. Sinha was an insecure leader who was concerned more about his survival rather than
the benefit and sustainability of the organization. Mr. Sinha did not try to understand the

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culture of the organization. How was the past? What is required in the present? How future
would be better? What strategy is required to enhance the sustainability in the business and
create a competitive advance in the market? All the answers to the above questions must
have been identifying by Mr. Sinha in the beginning. Mr. Sinha never considered people
are the greatest assets in Imperial Spa and resort Private Limited. Mr. Sinha should have
given a transparent and accessible platform for the employees to communicate their
problems. The door of the leader should always be open for its people. The management of
people during the time of Mr. Shastri and Mr. Sinha clearly indicates the importance of
leadership and its impact on business. During the Pandemic many businesses also
flourished but the fate of a business also depends on its leader.

II. The Manager - Mr. Balraj:

To be successful, businesses rely on their people. It's critical to hire the proper people, and
when recruiting and selection methods go wrong, there is a slew of consequences. More
than merely a loss of revenue due to inefficiency, hiring the wrong personnel has a
detrimental impact on many elements of daily business and productivity. Bad hiring
selections can affect the business in a variety of ways.

As Mr. Balraj was the senior HR manager who was well-versed in Imperial Spa and Resort
Private Limited's work culture. He also worked under the direction of Mr. Shastri, who was
an excellent leader. Mr. Balraj must had realized that being polite isn't always nice, and
that sometimes a leader or management needs to be strong in their decisions. Strategic
Human Resource Planning, Recruitment, and Selection are extremely essential for the
success of business since they require a significant amount of money, time, and effort. Mr.
Balraj was in charge of the organization's succession planning. Succession planning is a
methodical and purposeful process of identifying, developing, and tracking key personnel
inside a company in order to position them for future senior and top-level jobs, which could
be included before selecting a new director.

Lack of communication was also a major issue found in this case. When communication is
ineffective, misunderstandings are more likely to occur, which can also harm relationships,
destroy trust, and result in anger and hatred. Ineffective communication can result from a
poorly aligned strategy, failure to execute the plan, inappropriate communication medium.
The simplest way to inflame employee discontent is to ask for feedback, but then do nothing
about solving their problems. Getting honest and constructive feedback from employees

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starts with trust and making employees feel that they can speak up without fear of
punishment. Mr. Balraj must have strengthened the communication system and immediate
action should be taken on employee feedback.

III. The Blind Faith – Board Members

The board members were the owner of Imperial Spa and resort Private Limited. The board
members had a strong faith in the newly appointed director Mr. Sinha and hence they ignore
all the feedback given by the HR manager Mr. Balraj. Running a business is not enough, it
is essential to sustain the business in the long run. Sustainability became very critical during
crises. The involvement of owners, decision-makers, in the business decision is very
important. They should have a bird's eye view of the operation of business and day to
activities. They should know what is happening in the business? Who is doing what? They
should ensure that there should be a proper communication channel so that all the
information of the business must be circulated from top to bottom and bottom to top.
Imperial Spa and resort Private Limited were successful businesses but due to lack of
leadership suffered huge losses and later on shut their business. Even a 360-degree
feedback mechanism on time can save a business from a crisis. Employee satisfaction
survey also gives a clear idea about the environment of the organization, which in turn
helps to take the right decision at the right time. In this case the leadership gap should be
addressed at the right time. The leadership gap is how aligned current leadership is with
what’s thought to be important for leadership effectiveness in the future. And current
research shows that leaders aren’t adequately prepared for the future. This finding is
consistent across countries, organizations, and levels in the organization.

Resolve the case problem with the following suggestions:

These recommendations for overcoming the case problem are: The teacher, for example,
could decide on the students' activities or enable them to choose their actions to tackle the
problem. Therefore, the advice is that the teacher monitors the students' discussion process
to avoid discussing unrelated topics to the case study's aim. Instead, involve students in a
thorough discussion and facilitate them in coming out with the best solutions.

Questions:

1. What are the distinctions between Mr. Sinha's and Mr. Shastri's leadership styles?

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2. In this scenario, what is the important component that Mr. Balraj must address
during the leadership job selection process?
3. How did Mr. Balraj's concern for the company's workers grow?
4. If you were in Mr. Balraj's shoes, what are some of the feasible alternatives you
may offer to salvage the company?

Suggested Readings and References:

1. Pareek, U. (2012). Udai Pareek's Understanding Organizational Behaviour,

3e. OUP Catalogue.

2. Agarwala, T. (2008). Strategic human resource management. Arth Anvesan, 71.

3. Aswathappa, K., & Reddy, G. S. (2009). Organisational behaviour (Vol. 20).

Mumbai: Himalaya Publishing House.

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A Descriptive Study on Employee Engagement in Organizations with

reference to Specific Cases
C Balaji Viswanath
Department of Business Administration, The American College

Abstract
“Train people well enough so they can leave, treat them well enough so they don’t want
to” - British entrepreneur Richard Branson. Employee Engagement which is gaining more
momentum in the contemporary business environment. Considering any of the business
right from the small scale to big scale it is essential to keep track of their employees and
make them work efficiently and effectively for the organization. In order to execute this
organization must be acquaint of employee engagement. Their policies must be cohesion
to retaining employees by ensuring welfare to them and engaging in different aspect like
organizing Pep-Talk, Honoring on prestigious milestone and occasion, Weekend Chillout,
Annual Family Vacation, Community Engagement. This case delineates in the following
aspect with a brief on employee engagement followed with literature review, roles and
responsibilities of human resource department and then two case scenarios on employee
engagement ending up with a concluding remark.
Keywords: Employee Engagement; Human Resource Department; Compensation Benefits.

Introduction
The majority of the bandwidth in any of the organizations will be under the ambit
of employee cadre which alarms the organization to think over engaging employees in
optimistic and harmonious mindset. So, in the contemporary era of organization culture
this employee engagement obviously gains more momentum which subsequently reflects
in organization performance too. This employee engagement doesn’t restrict itself by
making employees of the organization happy and refreshing occasionally alone, rather than
that it covers a broader spectrum of employee’s development both in professional and
personal aspect. To be befit for the competitive business environment, an organization must
set its stage as a epitome for its major competitors by keeping its employees positively
engaged in fulfilling their responsibilities. The kind of bonding between the employee and
the organization is meant to be employee engagement which ameliorates the organization.
The tenets of an organization wellbeing are that it focusses on the employee’s blissful note

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always. This concept had its initiation in 1990’s under” management theory” and became
prominent around 2000’s
Review of Literature
Earlier days employee engagement was subclause of personal engagement
with the organization and indicated that an employee’s focus must be task-oriented. The
concept of employee engagement has been outlined in many ways by the academicians
moreover as corporate analysis agencies and few such perspectives are as follows
Sweetman & Luthans 2010 defined from the psychological perspective,
engagement is a state-like phenomenon which is portrayed as an affective-cognitive state-
like condition. It is not a temporary state such as mood nor as relatively non-malleable as
fixed characteristics such as personality traits. It is deemed quite stable.
Fernandez (2007) displays the dissimilarity between job satisfaction, the well-
known construct in management, and engagement competing that employee satisfaction is
not the same as employee engagement and since managers cannot depend on employee
satisfaction to retain the best and the brightest; employee engagement becomes a critical
concept.
Towers Perrin (2007) investigated and reported that those organizations with
more engaged employees subsequently increased their operating income by 19% and
earning per share (EPS) by 28% annually.
According to the Institute of Employment Studies (IES), employee
engagement is defined as a positive attitude held by employees towards the organization
and its values.
Hewitt Associates defines ‘employee engagement’ as ‘the state in which the individuals
are emotionally and intellectually committed to the organization’s goals.
The publication of the Conference Board of USA (2006) describes employee
engagement as an intensified emotional association that an employee feels for his or her
organization that influences him or her to utilize greater discretionary effort to his or her
work.
Definitions of engagement may take a different stand in the weight they give
to the individual vs. the organization. Recent practice has administered the drivers of
engagement across this spectrum, from within the psyche of the individual employee to
create hotspot mainly on the actions and investments the organization that binds
organization as well as employee’s wellbeing.

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Functional Module of Human Resource Department

Since the inception of corporate culture or company-oriented employability aspect many
departments plays a pivotal role in governing and administering the company operations
few of those incorporates
• Human Resource Department
• Marketing Department
• Finance Department
• Operations Department
These four departments tend to be inevitable part of any type of organization being it
be manufacturing sector or service sector. Out of these four departments, the principle of
employee engagement and motivation is persuaded by Human Resource Department which
is a dispensation of it. This idea of employee engagement will serve as a panacea for many
challenges or problems faced by employees of the organization irrespective of the gender,
designation and socio-economic status. Some of the responsibility of HR department in
organization includes
• Assessing the staff requirement
• Staff recruitment and selection
• Employee’s training and development
• Monitoring the work

Organizations needs to provide requisite space for its employees of any designation to
develop the interpersonal skills so that effective organization climate is ensured. The core
competency of Organization’s behavior depends on how to improve factors that make
organizations more effective and efficient in multitude aspect. Companies must always
have a contingency plan that keeps its employee vibrant and proactive.

Implications of Human Resource Department and Employee Engagement

As mentioned earlier in this paper though organizations have different departments
like HR, Marketing, Finance and Operations. The main roles and responsibility of ensuring
employee engagement within the organizations falls under HR department. So, the HR
manager in consultation with respective department heads by brainstorming will draw a
contour describing the employee engagement and some of those few responsibilities of HR
includes

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Planning:
It includes strategic and operations planning. Strategic HR planning links HR
management directly to an organization's strategic plan by correlating staff’s roles tied to
the strategic direction of the organization. In case of operational planning, it ideates on day
today activities and determines how many employees are needed to deliver services over
the next year
Compensation & Benefits
Compensation and monetary benefits can be provided in many names like
Annual Increment, Double Hikes, One Time Bonus, Thank You Bonus, Added level of
Promotions. Many Studies depicts that an employee who feels adequately compensated
monetarily is more likely to stay with your organization and this is one pivotal factor in
ensuring job satisfaction.
Legitimate Standards
One prudent way of ensuring employee engagement is providing suffice working
environment with acceptable level of standard or benchmarking standards. Governments
must outline the minimum requirements to ensure a safe and equitable work environment
for employees that has to be meticulously adopted by every organization. A foolproof
mechanism must be implemented to strictly monitor this.
Training and Development
Yet one another important policies and responsibilities of HR is T&D which is the
core value of HR department in all organization. For this to be implemented the HR
departments in congruous with other departments of the organization must map the
components of the department requirement with the employee’s domain knowledge and it
must initiate T&D programme periodically then and there required. So that employees
would feel solace within the organization as well as the organization would be benefited
out of it. Organizing training programs assist employees personally and professionally.
Workplace Diversity
Creating a conducive environment would make people feel welcome and safe from
harassment and discrimination. Workplace diversity encourages the employees to be
extrovert by the way of interacting with different group of people. This serves as a fillip
and act as stressbuster for employees. Silver-tongued people instigate slow performer to be
prompt in accomplishing their task and this is possible in diversified team.

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Engagement Drivers
Organization to be on a victorious note should think-over on retaining their
employees too. One of the pivotal concepts of HR is employee turnover which is a losing
out potential workforce that is not a good sign of development. So, to mitigate the effect of
employee turnover organization executes the idea of employee engagement which is
backed up by the following aspect
• Career Progression
o The ultimate aim of all employees irrespective of any designation be advancement
in their ladder of career and to accomplish that vision they persistently work in a scrupulous
manner in all aspect. So, this factor tends to be preponderant among all drivers of employee
engagement.
• Monetary Benefits
o Though we say career development in soft tone it implies an improvement in
PayScale. End of the day everybody works for monetary benefits which is indispensable
portion of human life. Any kind of monetary benefits in the name of hike, increment, bonus
and promotion serves as silver-lining for its employees. This factor again serves as crucial
aspect in engaging employees positively thereby retaining potential workforce.
• Equal Opportunity & Fair Treatment
o In order to ensure good performers are given handful of chances and opportunity in
equal numbers to grow among themselves, organization must devise a strategy that must
be a holistic one.
• Performance Appraisal
o Yet another important responsibility of HR department similar to recruitment,
selection and T&D is performance appraisal which is a practice of assessing the employee’s
performance on different parameters that includes
▪ Involvement in Project Accomplishment
▪ Disciplined Manner of work culture
▪ Augmentation of domain-based skill set
o Periodic PA will always keep the employees at bay thereby career progression is
meticulously planned by employees for their welfare which in turn ensures organization
welfare
• Family-Wellbeing

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o Caring for the personal space of employee by the way of ensuring family wellbeing
is also one important factor. Successful implementation of strategies pertaining to
employee engagement results in higher gratification among employee about the
organization.
All these activities are nitty-gritty of organization to function effectively and efficiently.
These practices can be identified by the way of interaction and brainstorming within the
employees of the organization through the immediate level of communication in
organization management either it maybe team leader or manager or department head.
Roadmap for Employee Engagement
Organization must have unequivocal roadmap or plan for engaging its employees
most of the time, so that both the sides either it may be organization or employee will reap
the benefit out of it. Here are some of the dimensions in which employees’ engagement can
be better achieved in organization
• Providing comfortable work space is one of the major aspects of engaging
employees
• Organization must perform the Strength Weakness Opportunity Threat (SWOT)
analysis, so that employees can be assigned their domain-oriented responsibility in which
they will be strong, so that employees are positively engaged.
• Providing fair monetary benefits will keep the employees in optimistic mindset
within organization
• The kind of strides that is provided by company for its employees of all designations
• Employee friendly working environment provided by the firm.
• Being acquaint of what is happening within organization
• Building a strong sense of teamwork that bolster the members of team by
identifying the core competence of each individual and thereby assigning the opt job to
each and every member of team.
• “Right Men Deserves Right Recognition” keeping this as mantra or tagline if an
organization march towards the success path in their business road definitely success is not
too far away. Organization must be open-minded and judicious in providing recognition
for star performers of the task assigned.
Keeping all this in mind if an organization depicts a roadmap for engaging its employees
in good environment, it tends to be upbeat and unabated in success index both moral aspect

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that include employee wellbeing and monetary aspect that ensures lucrative business
performance in business environment.
Case Scenario I – Positive Side
To discuss with a practical scenario, I have taken the case of century old conglomerate
company TVS group of companies which has myriad number of companies under the brand
umbrella called TVS. The group with its impressive track records and lofty principles had
garnered its employees hearts over the century. The reason being its termed as
conglomerate is that it had registered itself in wide range of industries starting from
automobile, logistics, financial services and engineering components etc. Some of the
benchmark practice that TVS group does to engage and retain its assets i,e employees are
• In case of monetary aspect way back to government legislation of minimum
requirement of financial assistance like Provident fund; Employee state insurance and
Gratuity TVS started providing this kind of monetary backup to its employees which is felt
a praiseworthy note.
• Interactive forum is encouraged in which each and every employee of its firm can
have word with their top-level management
• Company lends a helping hand for its employees and their family during hardship
times like medical expense, death benefit and so on.
• TVS group feels and treat their employees as part of own family members, the kind
of nexus within the TVS organization is splendid
• The company always strive hard to honor their trust with the employees which
implies that promises are fulfilled by the management to its employees irrespective of the
situation
• The company always will have democratic style of leadership that imbibe the
thoughts of employees too in decision making process
• Company envisages an open-door policy in accepting the ideas of its stakeholders
at all ends During my interaction with TVS employees within my purview I could able
to sense a feel of comfort in the aforesaid aspect among TVS employees. All the tenets of
TVS group are epitome of business standard which is quintessential too for engaging
employees on a blissful note there by retaining them.
Case Scenario II – Negative Side
On the other hand, in the recent times during Dec-2021 the bottleneck faced by
Foxconn unit situated in the outskirts of Chennai city has aroused as major problem, due

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to its failure in providing the basic amenity for its employees like proper food and shelter
which resulted in major agitation by its employees blocking major highways.
Inference from Case Scenario:
The inference from the two case scenario containing positive and negative aspect
outlines that it is clear that if employees are satisfied with the organization and vice- versa
it is good for both organization and employee which is apparent in positive case scenario
whereas on the other hand if employees are not provided with the conducive working
environment it will result in stalemate of the organization functioning that is blatant in
second negative case scenario.
Conclusion
Employee engagement is getting a bigger stage nowadays from employers across
myriad sectors. In some respects, it is a customary trend, the desire by employers to find
ways to increase employee motivation and to win more engagement to the job and the
organization. In some ways it is pristine in that the context within which engagement is
being sought is divergent. So, I would like to conclude that for the betterment and
ameliorating the organization position in the competitive business environment, it is wise
to focus on retaining the potential workforce by the way of engaging them professionally
and personally.

Reference
1. Own Comments
2. https://www.pageuppeople.com/resource/top-60-employee-engagement-ideas-from-the-
experts/
3. https://snacknation.com/blog/employee-engagement-ideas/

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Emotional intelligence: A productivity booster

M Dominic Jayakumar
Loyola Institute of Business Administration, Chennai

Abstract: This case demonstrates the catalytic role of emotional intelligence (self-
awareness and managing of one’s emotions and other’s emotions) for one’s peaceful and
prosperous life and interpersonal relationship. The case drives home the point of low
emotional intelligence can lead to catastrophic decisions in life and work. Set in the context
of an educational institute, the case highlights the important role of emotional intelligence.

Keywords: Emotional intelligence, workplace, self-awareness, productivity

Introduction:
She never spoke with me in the whole year. To my surprise, she entered my office. She
said, “I would like to talk to you. Can you give me an appointment?” You can meet me at
any time,” I said. The next day she walked into my room. I ordered a cup of coffee and she
said: “No, Thanks”. I made her feel comfortable. And then slowly she started speaking. She
was hesitant. Kept quiet. Cleared her throat. Coughed. Paused. I gave her space and time
to speak. “Do you know what happened last week?’’ She asked me. “I don't know,” I said.
Curiously, I asked why you absent were for a week from the class. She was quiet and
answered. Her words were like bolt from blue. I could not believe my ears. Yes, I have
resigned she emphasized again. Then she narrated what happened.
That day I was late for 10 minutes for the class. As usual, I went to the VP-Admin office
to sign. He asked me why I was late. Politely I told him genuine reasons for being late.
Further, I said I am usually on time for class. Never was I late for class in this entire
academic year. Therefore, I said sorry and asked his permission to go to the class. Then this
unwarranted incident occurred.

Context:
The VP administration is a man of high profile. His career graph is filled with wide
exposure and varied experiences in several primer institutions. In general, he is an
emotionally intelligent person (aware of his feelings and the feelings of theirs- Daniel
Goleman). Unfortunately, that day he was harsh, impolite, and sarcastic. Therefore, he
laughed when I gave the reasons. He referred to a set of rules and regulations of the
academic institution. Then he said there are only two options; either you take half a day's

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holiday or give an apology letter. I told him: already I said sorry for being late for 10
minutes. What will I do sitting for the entire morning session in the staff room? So I'd be
happy to go to the class and teach the lessons.

The VP-Admin, was adamant to insist that I take a half a day holiday or tender an apology
letter.
I said I can’t do either. Both of them reacted. The mood changed. The room got charged.
The voice pitch became shrill. War of wards erupted. Both of them got worked. They forgot
the academic institution's role, task, and mission which pay them both. He said, “Do you
know to whom you are speaking? I have held various responsibilities and positions in
premier institutions. You are only a beginner. So do what I say. Just obey: Go to the staff
room or tender an apology.” I have not done any mistake except that I am late for 10
minutes. Instead of wasting my time sitting idly, I went to the class.

The teacher: The teacher is highly intelligent, experienced teacher and highly energetic.
She is highly competent, capable, and expert in the subject. The students like her class due
to their knowledge and expertise. She had the knack of teaching the students hard concepts
easier way. She understands the rural background of the students and their learning
difficulties and information asymmetry. So she continuously and creatively provides a
solution to their difficulties. Moreover, her empathetic, compassionate, and creative
approach endeared the students. She accompanies them more compassionately.

Her role: The management was quick to recognize her talents, abilities, and skills. And
they appointed her head of the Department. She is very faithful, loyal, and committed to
the welfare of the students and the growth of the institution. As head of the department, she
is fair and just in allocating workload. She periodically organizes staff meetings. She
patiently listens, discusses, and clarifies issues with the staff. Everyone is happy to work
under her leadership, as she is gentle, amiable, approachable, and friendly. She voluntarily
substitutes the staff when staff members even at the last minute notice. She creatively
engages the students and teaches them. When busy she will request other staff members to
substitute the class. Proactively she would call the concerned staff and enquire if everything
is ok and enquire about the health of family members. She is always thinking of the welfare
of the students. As a good leader, she built up momentum and synergy in the department

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through the strategy of consultation, discussion, delegation, and deliberation. Under her
leadership, the department was growing in leaps and bounds.

The institution:
In less than a decade, this fledgling Institution has made a huge impact on the lives of rural
students and their families. This academic institution has earned a wide reputation and
acceptance. The management of the institution has global footprints in all the continents
and has a track record of more than 500 years of leadership in education. Globally, the
management has a legacy of commitment to quality education, human values and, social
upliftment of the poor and serving at the margins. Even this new institute has made giant
strides in its commitment to serve the socially neglected, disadvantaged, and marginalized.
Above all the management has taken and is taking a consistent effort to drive this vision
through the rank and files of the organization. So that everyone is committed to the same
vision and moves together contributing to the mission of the organization. Innovative
teaching-learning practices, special attention to English coaching classes, student
accompaniment and empowerment programs, service learning, and outreach programmes
are a few examples of the student-centric focus of the institution. All the stakeholders-
Parents, students, staff and non-teaching staff, and the management- actively engage and
spearhead various activities to provide holistic development of the students. The
management is committed to set aside a huge amount of money for scholarships and strives
to generate local resources to support first-generation learners and orphans and semi-orphan
students. In sum, academic excellence, unparalleled commitment to quality education,
student-centric activities, social commitment make the institution different, unique, and
stand out.
The issue: The real issue is coming late for 10 minutes to the class. It is a question of
discipline. This issue could have been settled easily as per the guidelines of the institute.
What has happened here is both of them missed their mission of contributing to the
academic excellence, holistic growth of the institute. Rather, in the spur of the moment,
they allowed emotions to take control of themselves. The surging of emotions blunted their
reasoning. Hence both exchanged a war of words letting them lose their emotions. He
informed the head of the institution of violating the rule. The final appellant authority also
blindly supported the decision of the VP-admin. The emotional upheaval led the teacher to
the resignation from the job. Overwhelmed by clouds of emotions she tendered resignation

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of her job instead of tending apology letter. She became emotionally disturbed. The
students lost a competent, capable, committed, and compassionate teacher. The institution
has lost a committed teacher to the student’s welfare and the institute’s growth. Instead of
a win-win situation, it became win-loss.

Theory: Emotional intelligence plays a catalytic role in one’s peaceful and prosperous life
and lays a solid foundation for interpersonal relationships. Emotional intelligence enhances
productivity in the workplace and reduces stress.

In his seminal book, Emotional Intelligence Daniel Goleman described emotional

intelligence as “a person's ability to manage his feelings so that those feelings are
expressed appropriately and effectively.” He affirms, “Emotional intelligence is the
largest single predictor of success in the workplace.” In other words, emotions can drive
our behavior and impact people (positively and negatively), and learning how to manage
those emotions – both our own and others. Managing emotions is especially important in
situations when we are under pressure. Salavoy and John Mayer, two researchers, coined
the word “Emotional Intelligence” and published it in the journal Imagination, Cognition,
and Personality in 1990. Later Daniel Goleman popularised it in his bestselling work in
1996. (https://www.ihhp.com/meaning-of-emotional-intelligence)

Conclusion: The case illustrates the importance of emotional intelligence in our everyday
life. Research points out that emotional intelligence enhances the productivity of the
organization and brings peace and prosperity. And Kooper, KK (1997) confirmed
emotionally intelligent people have “career success, foster personal relations, have
effective leadership skills and are healthier.” The case underlines the need and relevance
of growing emotionally intelligent persons as human beings are not ‘finished products’ but
‘work in progress.’ Not all talented people lead a successful and happy life. Only
emotionally intelligent people lead a peaceful, happy, and contented life.

References:

Caruso, D. R., Bienn, B., & Kornacki, S. A. (2013). Emotional intelligence in the
workplace. Emotional Intelligence in Everyday Life, January, 187–205.
https://doi.org/10.4324/9780203943397-20

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Cooper, R. K. (1997). Applying emotional intelligence in the workplace. T and D, 51(12),

31.

Emotionally, T., & Workplace, I. (1990). Emotional Intelligence : Issues in Paradigm

Building. 1–13.

Goleman, D. (2020). Emotional intelligence. Bloomsbury Publishing.

Jena, L. K. (2021). Does workplace spirituality lead to raising employee performance? The
role of citizenship behaviour and emotional intelligence. International Journal of
Organizational Analysis, June. https://doi.org/10.1108/IJOA-06-2020-2279

Khalili, A. (2012). The role of emotional intelligence in the workplace: a literature review.
International Journal of Management, 29(3), 355–370.

Lenaghan, J. A., Buda, R., & Eisner, A. B. (2007). An examination of the role of emotional
intelligence in work and family conflict. Journal of Managerial Issues, 19(1), 76–94.

Littlejohn, P. (2012). The Missing Link: Using Emotional Intelligence to Reduce

Workplace Stress and Workplace Violence in Our Nursing and Other Health Care
Professions. Journal of Professional Nursing, 28(6), 360–368.
https://doi.org/10.1016/j.profnurs.2012.04.006

Makkar, S., & Basu, S. (2019). The Impact of Emotional Intelligence on Workplace
Behaviour: A Study of Bank Employees. Global Business Review, 20(2), 458–478.
https://doi.org/10.1177/0972150917713903

Ogińska-Bulik, N. (2005). Emotional intelligence in the workplace: Exploring its effects

on occupational stress and health outcomes in human service workers. International
Journal of Occupational Medicine and Environmental Health, 18(2), 167–175.

Uraz, D., & Arhan, B. (2020). Improved Performance and Effectiveness through the
development of Emotional Intelligence in the Workplace. Journal La Bisecoman,
1(5), 20–26. https://doi.org/10.37899/journallabisecoman.v1i5.267

Wamsler, C., & Restoy, F. (2021). Emotional Intelligence and the Sustainable
Development Goals: Supporting Peaceful, Just, and Inclusive Societies. January
2016, 215–225. https://doi.org/10.1007/978-3-319-95960-3_123

Weissberg, R. P., Goleman, D., Cherniss, C., & Extein, M. (2006). Emotional Intelligence:
What Does the Research Really Indicate? Educational Psychologist, 41(4), 239–245.

Zeidner, M., Matthews, G., & Roberts, R. D. (2004). Emotional intelligence in the
workplace: A critical review. Applied Psychology, 53(3), 371–399.
https://doi.org/10.1111/j.1464-0597.2004.00176.x

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Apple Squabble: Conflict at Indian Supplier Plant

S Krishna Soujanya
Aditya Global Business School, Surampalem
Abstract
The Case narrates the events that led to protest by the 2000 women workers of Foxconn,
the Indian subsidiary of Apple Inc. Sriperumbudur Plant, Chennai on Dec 17, 2021, leading
to shutting down of the plant on Dec 18th, 2021. Established in 2019 as a part of the Make
in India initiative announced by the PM of India this plant employs mostly women workers.
Around 159 women Workers fell sick due to Food Poisoning on Dec 15, 2021. There was
Chaos and uncertainty over the number of workers hospitalized and discharged. Apple
immediately intervened and appointed an Auditor to provide a detailed assessment and
apologized for the issue. The chain of developments and the involvement of stakeholders
made the issue highly agitated. It examines the issues that led to the conflict at the plant.
Secondary data has been used to draft the case study. The case is important in the HR-OB
perspective in Conflict Resolution. This is aimed at BBA UG students of Management.
This case will add to the existing repository of cases on Conflict Resolution.

Introduction
On the midnight of December 17, 2021, a mass protest was staged on the Chennai
Bangalore Highway at Sriperumbudur, Chennai by the 2000 women workers of Foxconn,
the Indian subsidiary of Apple Inc. This took place during the process of inquiry for the
details of the co-workers who were hospitalized due to the Food Poisoning which took
place in the factory on the 15th of the month. As many as 159 women were victims of the
unhealthy food supplied at one of the dormitories. The Plant had to be shut down for two
days i.e., on the 18th and 19th of December 2021. Apple appointed an auditor to probe into
the quality issues at Fox conn remote dormitories. This was a crucial moment for Apple as
it was about to launch iPhone 13. The supervisor who was in charge of these workers
pondered whether providing sufficient information to the workers about the condition of
the hospitalized workers would have prevented the workers from going for the protest or
the underlying frustration among the workers regarding their working conditions had led
to the protest
While Apple had planned its trial production of iPhone 13 at this plant, it had to work out
an effective Conflict Resolution strategy to be successful and launch the Flagship Brand
Globally by February 2022.

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Background

Foxconn Technology Group is a Taiwanese multinational electronics contract

manufacturer which makes electronic goods for the US-based technology company, Apple
Inc. Foxconn opened its plant at Sri Perumbudur, Chennai in the year 2019 intending to
employ about 25000 people, as a response to the Make in India campaign. Apple was facing
a severe production crunch as they have been compelled to move out of China. Suppliers
for the American brands started to look towards Vietnam, Mexico, and India, to reduce
their dependence on China. Plants set up by Foxconn and Wistron in India contribute to
almost 70 percent of Apple mobiles. Foxconn had plans to invest $1 billion over a period
of three years. Staffing was taken care of by the local brokers. Foxconn recruited First
Acting Services as their agency for housing the women workers. The dormitory in news
was maintained by Venpa Staffing Services.
Around 16,000 employees in the age group of 18 to 23 were engaged, through labour
workers. The workers came from the rural areas of Tamil Nadu. Around 2000 workers
stayed at the IMA hostel. The workers were either employed or labour brokers, contract
workers, third-party contractors, or agencies. There was no proof that they were employees
of Foxconn. They were neither given any identity cards nor signed any contract. They had
to pay the contractor for the housing and the food out of the wages of Rs.10,500 that they
received. They were not allowed to form a union. They lacked insurance facilities too.
On 15th December 2021, 159 women workers were hospitalized due to food poising
at one of the dormitories. There was a rumour that one of the workers has died in the
hospital. The requests for clarity of information have been denied by the supervisor which
led to frustration among the workers. The contractor and supervisor did not respond about
the well-being of their colleagues. There was no clarity as to how many women were
hospitalized and how many were discharged. Two of the women who were hospitalized did
not return to work the next day, which added to more tension among the workers. There
was no one to respond to them. Only after resorting to protest, did officials respond. The
District Collector released a document stating that only 155 out of the 159 women were
discharged from hospitals by the 19th of the month. Among the remaining four, three were
hospitalized in Mehta hospital and one person in Kilpauk hospital.
The dormitories do not have flush toilets and no running water. Food was
sometimes seen with crawling worms. About 20 to 40 people stayed in a 12 by 12 room,
which could accommodate 10. The rooms lacked proper ventilation. Quality and hygienic

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food was not provided. Wages were deducted if they go on leave. The supervisor never
paid heed to any of the photographs about the food that were sent by these workers to him.
Most of them had to sleep on the hard floor. Health problems like skin allergies were very
common among the workers. The workers were not allowed to use mobile phones within
the factory and their movements were also restricted. With the fear of losing their jobs, the
workers never opened their mouths about the problems they were suffering with.
Apple apologized immediately after the incident happened and assured that it will
restructure the local management before re-opening the plant. They immediately put the
Foxconn plant at Sriperumbudur on probation as it has not met the compliance norms of
the company. An independent auditor was assigned to undertake detailed assessments of
the living conditions and poor conditions at the Indian plant which prompted the workers
to go on a strike.
“We hold our suppliers accountable to the highest standards in the industry and regularly
conduct assessments to ensure compliance. We found that some of the remote dormitory
accommodations and dining rooms being used for employees do not meet our requirements
and we are working with the supplier to ensure a comprehensive set of corrective actions
are rapidly implemented,” Apple official added.
“We are also restructuring our local management team and our management systems to
ensure we can achieve and maintain the high standards that are needed.” The company also
added that new provisions for bunk beds and hot water would be made after the 15th of
January 2022. Foxconn announced that the workers would be paid while the improvements
were made and every support would be provided to them until they return to work.
The industries ministers of the Tamil Nadu state government said that it was the
responsibility of the company Foxconn to ensure that the living and working conditions
were improved along with a good supply of housing and drinking water. District officials
sprang into action and closed the hostel kitchen and informed us that the hostel will be
opened only after the receipt of detailed lab reports.
“We had closed the kitchen on the first day itself and food and water were supplied
from outside. In the medical camp, 260 people showed symptoms. Now, only one person
is in the hospital. A contracting agency was managing the food and accommodation. We
have set up a committee to look into it and the future course of action will be taken
depending on the findings,” said Alby John, Tiruvallur collector.

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A senior food safety officer in the district visited the hostel and found rats and poor
drainage and closed the dormitory’s kitchen and reported that safety standards were not
met by the samples tested by him. The village-level administrator inspected and found there
are no safeguards to prevent the COVID-19 infections within the plant. There were Trade
Union Leaders and women activists who stood in support of Protestors.
Foxconn issued an apology based on which the Ministers asked the workers to
disperse in presence of the Collector. There was no proper assurance from anyone alleged
the workers. The workers were released on 19th December 2021 after detention for 24 hrs.
Few Women activists were arrested. Out of the women who were released, few were sent
to their homes and some were dropped at their Hostels. When outsiders stating that they
were related to the workers approached the protest area, their Aadhar cards were collected
and then were allowed to speak to protestors. Women felt that their families have been
informed by Police that they were arrested to threaten them.
This is not the first time where Apple supplier is into a problem. During December
2020 many contract workers at Wistron factory, Narasapura, Karnataka, destroyed a lot of
property as they were not paid salaries and overtime wages forcing Apple to put the Factory
under probation which resulted in an estimated loss of 60 million $.
Road ahead
There was a lot of uncertainty regarding the reopening of the plant.
Will Apple be able to go ahead with production with a smaller number of workers in the
factory? What can it do to resolve the conflict at the Supplier plant and prevent such
incidents from happening in the Future?
Problem with Proposed solutions
1.Identify the causes of conflict

(Conflict is not intrinsic to human beings; its expression depends on factors external to the
individual)
There are proximate causes and underlying causes. The proximate cause is the food
poisoning of the workers. The underlying causes are the bad working condition of the
hostel, food and water shortage, and illnesses of the workers

2. Identify the sources of conflict that led to the protest?

A. Lack of information among the workers regarding their colleague’s safety is one source
of conflict. Insufficient information is one more reason. Different workers were interpreting

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the information that has differently. There was no control or manipulation of information
that was available with them
B. Miscommunication from Supervisor leading to confusion, anger, and conflict
C. Lack of trust -There was a sheer lack of trust between the Supervisor and the workers.
D. Interests and needs-Conflicts happen due to denial of things. in this case denial of true
information regarding the workers' safety. They were repeatedly denied information from
Dec 15 to Dec 17th, 2021 about the whereabouts of their hospitalized colleagues

3. Apply Blake and Mouton Strategies to resolve the conflict?

Blake & Mouton based on their research stated that people adopt one of the following five
strategies for reduction of conflict and struggle which are given below:
Withdrawing: In this, the person resolves the problem by stepping back from the situation
of struggle (lose-lose approach).
Smoothing: This comprises of putting emphasis on points of common interests and
avoiding discussion on matters of debate or controversy. Thus, this approach tries to
minimize differences between the two warring factions (the lose-lose approach).
Compromising: This strategy seeks to decrease differences through discussion (lose-lose
approach).
Forcing: This approach is an all-or-none approach in that it takes a competitive stand. It is
this way or that way approach (win-lose approach).
Confrontation and problem solving: Both parties openly discuss all matters and the best
mutually acceptable solution is accepted (win-win approach)
In this case, Confrontation and Problem-solving resolve the conflict. The Supplier will
improve the working conditions by providing better accommodation facilities and Hygienic
conditions. They have been assured of proper water supply as well.
Recommendations
1. Apple should improve the conditions of the workforce with immediate action.
2. There should be a proper communication channel in place to address the grievances
of the working women
3. To prevent such incidents from happening, Apple should take stringent actions and
ensure the safety of the workers

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Exhibits

Source: Collector, Tiruvallur’s Tweet

Update on the Diarrhoeal Disease Outbreak in the Employees Hostel in Puduchathiram,

Tiruvallur district. Appreciate Legal action is being taken on people who are spreading
rumours.

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References
1. Shine Jacob, “Apple puts Foxconn factory on probation after food – poisoning
incident”, www.business-standrd.com, December 30, 2021.
2. Shine Jacob, “Foxconn staff protest as 159 hospitalized after food poisoning”,
www.business-standard.com, December 20. 2021.
3. Bharathy Singaravel, “Mass-protest-foxconn-workers-tn-allege-company-hushed-
severe-food-poisoning”, www.thenewsminute.com, December 18, 2021
4. “Apple puts TN Foxconn plant on probation after mass food poisoning row”,
www.thenewsminute.com, December 29, 2021.
5. James Vincent “Apple investigates Indian iPhone plant after workers strike
following mass food poisoning”, www.theverge.com, December 31, 2021.
6. Krishna Sinha Chaudhury, “Food Poisoning: Apple says Foxconn’s workers Dorm
Didn’t Meet Standards, Puts Plant on Probation”, news.abplive.com, December 29,
2021.
7. “India: Workers to gradually return to Foxconn factory following mass food
poisoning in hostels”, www.business-humanrights.org, January 10, 2022.
8. Sudarshan Varadhan, A.Ananthalakshmi and Ahmed Farhatha “Indian iPhone Plant
Workers Became Ill From Tainted Food. Then a Rare Protest Began”,
www.insurancejournal.com, January 3, 2022.
9. “Apple shuts down Foxconn iPhone plant in India due to appalling conditions: No
toilets, rats running rampant and tainted food that sickened more than 250
employees were found inside the facility were 17,000 people worked”,
www.dailymail.co.um, December 30, 2021.
10. “Foxconn to rejig management at Tamil Nadu facility after mass food-poisoning:
Apple puts unit on probation”, www.newindianexpress.com, December 29, 2021.

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Vegan at a Turkey Roast

Sanjana Inamdara*, Neetha Mary Avanesha
a
School of Business and Management CHRIST(Deemed to be University), Bangalore

Abstract
Diversity and Inclusivity are an important practice at any workplace. Brendan and
Associates, a cardiac specialty clinic based in New York, sees the subtle discrimination,
and highlights the differential treatment given to doctors belonging to different races.
Even though the banner shows that the clinic is diverse, there is no inclusion of that
diversity in the day-to-day tasks. The case study helps in identifying the prejudices that
exist at the daily interactions between five doctors and how there is an unaddressed
elephant in the room.

Introduction

Medical History

Brendan and Associates was established in 2016, by five extremely well reputed
cardiac surgeons, Dr. Daniel Scott, Dr. Jeremy Reed, Dr. Rose Green, Dr. Lily Ann,
and Dr. Mitchell Dyer. The clinic was set up in New York on the Seagirt Avenue,
Rockaway opposite a bagel cart which was the favorite breakfast place for all the staff
members at Brendan and Associates.

Dr. Daniel Scott, a middle-aged man who lived in Staten Island all his life, belonged
to an orthodox catholic family. He was notoriously known for his “not so easy”
approach towards people. One can say that he was not someone who adapts to changes or
recommendations very easily. He pulled up in his Mercedes on a bright Monday
morning to the clinic and parked itnear the bagel cart. There he met with his colleague,
Dr. Jeremy Reed. Dr. Reed was a thirty something doctor who was the golden student
of his batch at Stanford University. He was the favorite student and always went with
the crowd’s opinion. He lived in New York for most of his life and was very well versed
with the city’s culture. The two ordered their bagels and headed towards the clinic. They
met Dr. Rose Green, who was holding her usual black coffee cup in one hand and the
newspaper in the other, at the elevator. Dr.Green was Dr. Reed’s classmate at Stanford
and they always talked about opening a clinic together. She always had her reading

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glasses on and never took a day off. The clinic often referred to Dr. Green as “Miss
Tough”. The lift stopped at the second floor and the three parted ways into their individual
cabins at the clinic.

Megan Flanders, the office administrator, was already at the clinic and was preparing
the schedules for the doctors. She personally delivered the schedules to the three
doctors and sat down at her desk. Dr. Mitchell Dyer, an extremely talented African-
American surgeon who was known to be kind and intelligent, entered the clinic and
picked up his and Dr. Ann’s schedule from Megan’s desk. It was never delivered to his
cabin. He greeted Megan and asked her how her weekend was. Megan was curt with her
replies and picked up the telephone that was ringing. Dr. Dyer was on his way to his
cabin at the other end of the clinic when he ran into Dr. Lily Ann. Her family members
were Vietnamese immigrants living in Boston and she was the only doctor from her
family. Dr. Dyer gave her schedule to her and in return she had brought breakfast for
him. Their cabins were next to one another. They looked at their schedules for the day and
were not very satisfied with the number of appointments they were assigned. They were
noticing a pattern of this for quite some time. All the patients assigned to Dr. Dyer were
African-American. Dr. Ann’s appointments were always towards the end of the day and
most of the times after clinic hours. They were unhappy with their situation. But they
decided to keep mum and returned to their respective cabins.

Ramen with a Sour Flavor

During lunch hour, the doctors usually ate together in the conference room and the food
was ordered in by Megan. The five doctors gathered at the conference room and sat
down at the table. They picked up their lunch and prepared to start eating. Dr. Scott
opened the box and noticed there was dim sums and ramen for lunch. He said ‘Dr. Ann
you are from China, right? Do all Chinese people eat such unhealthy food for lunch?’ Dr.
Ann corrected him and said that she was not Chinese, and she was brought up in Boston,
so she didn’t really have much of an idea what Chinese people ate for lunch. There was
an awkward silence for a while. Dr. Dyer broke the silence and asked about his patient
assignment. He casually asked if assigning African-American patients to him was on
purpose or a coincidence. Dr. Reed answered, “Well we thought you would more
comfortable treating your people.” “Your people? In medicine we don’t have anything as

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‘your or my people’ Dr. Reed” answered Dr. Dyer. Dr. Reed just shrugged the
comment and finished his lunch. The doctors dispersed and continued with their work
for the day.

Don’t Play with the Heart

One of Dr. Ann’s patient’s case histories was to be discussed at a meeting. The patient
had a weak heart and needed immediate attention. To discuss the action plan for the
treatment, thedoctors gathered in the conference room. Dr. Dyer suggested to do a surgery
to temporarily get the heart to work and buy some time to come up with a more
permanent solution. Dr. Green however was not in favor of that idea. She said that
putting the patient on the waitlist for a transplant would be better because a surgery on a
weak heart is pointless. Dr. Ann was inclinedtowards the surgery as she needed to help the
patient immediately. She left the meeting to think about her options. After a while she
received a call from Megan saying that her patient was shifted to Dr. Green and that she
will now be handling that case. Dr. Ann was flabbergasted. She felt like her medical
decision-making was being questioned and rushed to Dr. Green’s cabin. She asked Dr.
Green why the patient was shifted, to which she received an answer that did not sitwell
with her. Dr. Green said that she has better credentials than an immigrant doctor and this
will help get the transplant faster for the patient. Dr. Ann was dejected but not
surprised. Itwasn’t the first time that something like this had happened.

50 Feet Apart

As the day ended, the doctors at Brendan and Associates packed up their things and
headed home. The five doctors came down the building and said their goodbyes. Dr.
Reed, Dr. Scott and Dr. Green were seen leaving towards the left and Dr. Dyer and Dr.
Ann towards the right of the banner of their clinic that had all five of their pictures. Dr.
Dyer said to Dr. Ann, “Youknow how sometimes you receive a dinner invitation as an
obligation, but you couldn’t eat anything because you are a vegan at a turkey roast.
That’s how I feel coming to work.” And with that the two doctors hopped on the bus,
feeling unsatisfied with another day at work, that was waiting for them fifty feet from
building’s parking lot.

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Problems and Possible Solutions

Discrimination due to someone’s race, color, gender, backgrounds is unethical no matter

what the context is. The main problem that can be gathered from the case study is lack
of inclusion and obligated diversity. Dr. Dyer was not treated the same way Dr. Scott
was, because of his race. His merit and his abilities as a doctor were not a factor
influencing the treatment. The subtle and indirect discrimination cannot be written in
block letter but can definitely be recognized as one proceeds through the case. Dr. Ann
too faced the same discrimination where her medical decisions were not respected.
Shifting patients based on the doctor’s background and how that would affect a waitlist
is unethical and shows what inclusion looks like at Brendan and Associates. It seems
like the two doctors were kept mainly to show that the clinic is diverse by having their
pictures on the banner but their abilities as doctors were not respected, making it feel
like they were just an obligation. The two doctors wanted to be included and wanted the
already present diversity to be accepted in the clinic. This could happen only when
everyone understands the importance of these two terms and works actively to ensure the
implementation of the same.

A few possible solutions and recommendations for this problem can be the following:

• Activities and programs that can be introduced as ice breakers so that the employees
belonging to diverse backgrounds can feel comfortable and involved. It can be
administered by the office administrator.
• Logical and practical reasons should be backing the assignment of schedules and work. It
should solely be based on merit and the capability of the doctor to provide the most
effective and ethical treatment and not one any other factor.
• Decisions need to be made by considering all the viewpoints and must be influenced by
logical reasons that can be advantageous for the patient and the patient only.
• Calling out indirect racism and addressing it is very important as that will bring about
awareness on the same. It will help bring out changes and will prevent such behavior in
the future.
• Proper corporate guidelines and policies need to be established to have a supervising
factor that prohibits such behavior at the workplace. This will help condemn such
discrimination.

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References

• Builtin. (2019). Diversity and Inclusion: Definition, Benefits and Statistics | Built
In.Builtin.com. https://builtin.com/diversity-inclusion
• Diversity and Inclusion in the Workplace (2018, September 25).. YouTube.
o https://youtu.be/uHYuDDHvU64
• Diversity vs Inclusion: What’s the difference? (2019, December 5). AIHR.
o https://www.aihr.com/blog/diversity-vs-inclusion/
• (PDF) Diversity and Inclusion Management: A Focus on Employee Engagement.
(n.d.). ResearchGate.
• Syed, J., & Ozbilgin, M. (2019). Managing Diversity and Inclusion: An
International Perspective. In Google Books. SAGE Publications.
• Google Scholar. (n.d.). Scholar.google.co.in. Retrieved February 17, 2022

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Audi alteram partem: A chance or a right?

Margaret Sonia Loyolaa*, Dr. B. Aiswaryab

a
PhD Student, Loyola Institute of Business Administration, Chennai
b
Professor, Loyola Institute of Business Administration, Chennai
Abstract

At first glance, it appears that the court is imposing a significant burden on an organization
to adhere to strict procedural requirements, but a deeper examination of the circumstances
reveals that the processes were unjust to the workers. Although an industrial organisation
has the freedom to manage its own affairs, it also has a legal duty to treat women workers
properly, which has been codified in numerous labor laws across the country. In this case,
the organisation plainly had the resources to undertake investigations in line with natural
justice principles, yet they were ignored. True, protracted legal fights eat up a lot of the
worker's time and energy, but he is no match for the organisation in terms of resources and
negotiating power. Positive decisions, on the other hand, create a good precedent and give
hope for justice while also serving as a lesson for the organisation.

The bargaining power of a worker to demand his wages and the right to safe
working conditions is strike. a strike is a legal, moral, and equitable right of any workman
or union of an industrial establishment. Whether the workman is punished for exercising
his right or is he given a chance to be heard?

Introduction

The Constitution of India is the supreme law of the land. The Constitution spells the duties
and rights of every Indian citizen. The Father of the Indian Constitution believed that it
would help in equalizing the gap between different sections of people in work and life. The
Article 14, 21 and 32 of the Indian Constitution states “No person shall be deprived of his
life or liberty except according to procedure established by law, nor shall any person be
denied equality before law or the equal protection of the law within the territory of India.”
These Articles guarantee the right to a dignified life, including right to livelihood, to health
and to hearing. But the question is how much of the law is exhibited in letter and spirit for
the bottom of the pyramid?

Several Indian companies, (Public and Private) are significantly contingent on contract
labor. Supply of Manpower and staffing services, for example, are among the services, even

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India's largest employers, seek and expect contractors to deliver or deploy contract workers
in industries and commercial businesses. Workers engaged "by or via a contractor, with or
without the knowledge of the primary employer" in or in conjunction with the work of an
enterprise are referred to as contract labor. When the Contract Labour (Regulation and
Eradication Act) of India (CLRA) was passed in 1970, it was intended "to govern the
employment of contract labor in particular businesses and to provide for its abolition in
specific circumstances."

The number of contract workers in both the organized and unorganized sectors has
increased significantly in India. According to statistics from the Annual Survey of
Industries (ASI), the use of contract workers hired by a third-party contractor has increased
in the organised industrial sector. Given India's labor-intensive workforce, the percentage
of contract workers in total employment expanded dramatically from 15.5 percent in 2000-
01 to 27.9 percent in 2015-16(Radhicka Kapoor 2019). Contract employees accounted for
36.4 percent of all production workers in the registered manufacturing sector, according to
the Annual Survey of Industries (2017-18). Contract workers frequently do the same
activities as regular employees, but they are paid less, have less social security benefits,
and work in hazardous situations.

Thousands of contract workers hired by contractors working at Taipei-based

Infocomm Manufacturing company in Narsapura – outskirts of Bengaluru, India, went on
strike in December 2020 to protest non-payment of salary and overtime compensation.
According to reports, the corporation employed around 15,000 people, with 1,400 on its
payroll and the remaining were hired through staffing agencies.

In the last month of 2018, around 1,200 workers went on a rampage, pelting stones
on the administrative building of a Chines based smart manufacturing unit in Noida. Nearly
200 workers were sacked without prior notice. According to reports, the workers were hired
on a contract basis, and their contractor was told not to supply manpower owing to a
scarcity of raw materials. Following that, the enraged workers resorted to violence.

Background

The CLRA specifies the responsibilities of the major employer and the contracting agency,
and forbids the employment of contract employees in certain circumstances. According to
the CLRA, contract labour shall not be used in specific firm operations that are seasonal in

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nature and are normally performed by regular employees. The CLRA was largely created
to govern the hiring of contract workers and to protect them from exploitation. The
government adopted the option of fixed-term employment in the Code on Industrial
Relations to discourage the use of contract workers, considering the prejudice they face in
compared to permanent employees (2020). The CLRA has been absorbed into the
Occupational Health, Safety, and Working Conditions Code 2020 (OSH Code), which has
been passed but not yet implemented.

When Covid hit the world in 2020, there were a lot of confusions in how to manage
the business and workforce and a fear of being vulnerable to the “Wuhan Virus”. There
was a fear of the attack virus among the workmen for the following reasons: first being that
they belong to the low social status forcing them to live in poor conditions; secondly, their
economic status and the access to affordable healthcare; thirdly, the stigma and mistrust
aggravating the uncertain environment.

As HR managers, do we know the procedure of terminating a worker? Is ‘audi

alterem partem’ a right of every worker?

The etymology of 'notice' is 'notitia,' which literally means 'to be known’ in Latin.
For any disciplinary hearing to be done of the worker a notice should be issued first. This
is because the worker cannot defend himself unless he understands the subject and
problems involved in the case and the reason and context for which an action is being taken.
A notice must contain adequate information regarding when and where the incident
happened, the authority of law under who the hearing is to take place with a mention of the
specific charges foisted on him. The adequacy of notice will be determined by whether it
provides sufficient information and material to enable the person receiving it to mount an
effective defence. In front of an administrative authority with adjudicatory powers, a person
has the right to know what evidence will be used against them. A person may be allowed
to look at a file and make notes on it. Whatever approach is utilised, the essential concept
remains the same: nothing should be used against someone who hasn't been informed. He
has the right to present his case in writing or orally. The person has the right to rebut adverse
evidence against him either by cross examination or legal representation. Moreover, no ex
parte evidence can be taken in the absence of the party concerned. The term 'institutional
or anonymous decisions' refers to the concept 'one who decides must hear,' which is
widespread in common law jurisdictions. Many administrative processes, unlike law

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courts, are not determined by a single person from start to finish. Often, one individual
hears something and then makes a choice. The split of responsibility might work against
the idea of a fair trial. Any administrative authority with the ability to make judgments must
utilize that responsibility to make its own decisions. He will have to make the final decision.
As a result, if a decision is taken based on the recommendation of a third party, the right to
a fair hearing is infringed upon. Failure to summon defense witnesses at the government's
cost owing to financial incapacity constituted a breach of natural justice principles unless
the authorities concluded that the evidence of such witnesses was not significant. Every
administrative procedure does not need that everything be done by the same official. He
can enlist the help of his subordinates. The administration would grind to a halt if this were
not the case, because it is already omnipresent, entering freely and deeply into every aspect
of an individual's life. In many circumstances, especially in disciplinary matters, the
investigation is delegated to someone else, and when the report is delivered, the relevant
authority acts. In these situations, a very clear issue arises: "Is a copy of the enquiry officer's
reply provided to the charged employee before the responsible authority makes a final
decision?” Natural justice may appear to be a basic premise, yet it contains the complete
story of justice, from notice through post-decisional hearing.

The role of any Employee Union is to protect the rights and employment justice of
their employees. In this case, sheer negligence in administrative and collective bargaining
lead to the fall of a genuine and straight forward leader. A stronger labour union is linked
to a narrowing of the wage-productivity gap. Productivity improvements are more closely
matched by increases in real wages and workers' compensation in industries where trade
unions are more active(Zavodny 1999). By analysing a macroeconomic panel of OECD
nations between 1985 and 2007, research indicates that salary increases have outpaced
productivity growth for permanent workers, while the converse is true for temporary
workers due to their poor bargaining leverage(López-Villavicencio and Silva 2011).

The pandemic and the subsequent widening income gap have affected many
worldwide more so the global south like India. Humans who are at the bottom of the
pyramid are affected the most. However, in times of pandemic-induced lockdowns, the
topic of quality of life and the extent to which increasing wealth might help ameliorate poor
quality of life is an important consideration(Raj and Aithal 2020).

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Problem

The Sun has set on the horizon and the birds fly westward to their roosting place. Whereas
Prem, still waits to meet his lawyer regarding a pending case filed by him in the Labour
court, in Chennai. Prem aged around 36yrs is a self-made man, a loving husband, and a
caring father to two toddlers. He has been sacked without any reason by his contractor
during the pandemic. Prem joined the now Maharathna company, 15 years ago, as a
contract workman after his father’s untimely death in the same Company. Prem is the most
vociferous and straight-forward workman and has been elected to lead his workmen of the
Plant located in Chennai North for the last 6 years. He is a hard-working, generous, and
sensitive person with conviction to fight for the rights of his workmen unperturbed by the
threats from the Employee Union (EU). The Contract Workmen Union (CWU) is a subset
of the EU where only the Secretary and the five working representatives are elected
amongst themselves. The decision and the power of control rests with the EU.

The Corporation is a leading energy major which values Care, Innovation, Passion
and Trust as its pillars of strength. The company is the leading supplier in each of the main
product categories – automotive lubricants, industrial lubes and greases. The Company has
nearly 9 Blending Plants in India and their brand holds 27% of the stake of domestic
demand. The North Chennai Plant caters to all the Southern states lube consumption and
works in 2 shifts. There are 25 officers, 80 white and blue-coloured workmen and 180
workmen (both men and women).

On June 25th 2020, at around 10.00hrs Prem along with his workmen from both the
shifts, went on an uninformed strike. The workmen were asked to come during the nation-
wide lockdown without any guarantee or assurance for the safety of their life from the virus.
Most of them stayed in and around the Plant whereas there were some of them who had to
travel from places like Minjur, Redhills, Chrompet, Mogappair and were left with no
arrangements and facility for travel. They do not own any vehicle and depend completely
on public transport to travel to and fro. The Management had instructed only the shift
officer and the minimum required staff to be present in office and had arranged for their
transport and allowances. The Management willingly accepted to pay overtime
compensation to the officers and staff since they were deploying their services during such
unprecedented times. Whereas all the contract workmen were instructed to report for duty
failing which no wages will be dispersed for the absent days. In fear of loss of their job and

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to sustain their livelihood, some workmen managed to report to work, finding ways to
explain to the police authorities when intercepted while travelling. Since, only few of them
managed to report to work, the production and targets of the company were not achieved
for the year-end 2020. The Company declared a productivity loss and blamed the contractor
since his workmen did not report for duty. The contractor had issued letters to workmen
and ordered all to report to work the next week. However, fear of life and inability to travel
forced the workmen to stay safe at home. On one side, as citizens they had to abide by the
rules of the State and on the other obey to the threats of the contractor.

Another concern was that the workmen were not paid wages and overtime
compensation for two months inspite of CWU’s persuasion and follow-up with the
Contractor through the Principal Employer. They managed to bring the whole Plant to a
complete halt and the transport of lube products was affected for nearly 3 days in a row.
The Management along with the help from the local Police persuaded them to call-off the
strike but in vain.

In spite of the orders issued by the Ministry of Labour and Employment, New Delhi
dated March 20, 2020 to all Employers Association (Exhibit 1), to extend their coordination
by not terminating particularly the causal and contractual workers from job or reduce their
wages, and not to deduct wages if he chooses to take leave, the Management and the
contractor along with EU had plans to sabotage the life of Prem.

The contractor too had faced a huge loss and the Management did not support his
business by any form of compensation. The contractor was forced to take his frustration of
the loss on his workmen and hence stopped their wages for the month of June 2020. On
July5th 2020, when their salaries were not credited into their bank accounts, the workmen
were upset and agitated. Prem in consultation with the CWU delegates spoke to the
contractor to enquire about the salary disbursement. The contractor was firm on his decision
and insisted all workmen return to work if they wanted salary. Prem took the matter with
the Ministry of Labour and Employment and sent a mail, since he was their leader. The
Ministry had directed the State Labour department to handle this matter and ensure speedy
justice to the workmen.

While this was brewing cold online, the ground reality at Chennai North was hot
and heated. The few workmen who reported to work were asked to do overtime and were
exploited. They too were not paid their overtime compensation since March 2020. On June

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24th 2020, all the workmen decided that the next day they will go on indefinite strike till
they are paid their wages. The Regional Labour Commisioner, Chennai was informed about
the happening and Prem and the delegates were called for negotiation, the next week. On
July 28th, all the workmen except one, were asked to report for duty after the Principal
Employer assured them their back wages within 14 days. The Plant resumed work from
July 29th 2020 with 179 workmen.

On June 25th, Prem was issued a show cause notice (Exhibit 2: sent online to his
mail ID; not issued in hand) with charges for not reporting to regular work since the last
one year. He had replied to This came as a surprise to him since he thought he will be asked
to give an explanation for the uninformed strike and knowing the internal politics, he
decided to underplay the game for the benefit of his workmen. The delegates and the
workmen were unaware of the happening till Aug 10th when their salaries were credited
respectively and he was not given a salary slip. The delegates were furious but Prem, the
confident person he is, still fights the legal battle alone. Prem feels that his 179 workmen
are not the only ones who depend on the job but 537 lives (including the families) will be
at stake if he forcefully resorts to unlawful means like the earlier mentioned incidents in
Bengaluru and Noida.

He was not allowed inside the Plant immediately after the notice was issued to him.
He is wary of the procedure in which the notice was issued to him. Neither the supervisor
nor the contractor sought an explanation from him and directed him to the Labour office.
They considered that issuing a show cause notice alone is termination itself. He has been
knocking the doors of the Regional Labour Commissioner (RLC), Chennai, ever since,
seeking a remedy but in vain. On Dec 2020, the Conciliation officer issued a certificate to
proceed the case further in the Labor Court (Exhibit 3).

Will he be given a chance to be heard? Is it his right?

Conclusion

Domestic inquiries are the first line of defence in an inquiry of a worker's suspected
violation or wrongdoing. They are also the ones where a worker is most actively involved,
and they're more casual. As a result, they are not governed by the same procedural and
evidentiary norms as a court or tribunal. Because all employees may not be qualified to

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pursue a case in the official adjudication system, they become the most essential form of
inquiry for the worker.

Especially in light of the present epidemic, when the formal legal system's
efficiency has plummeted and only the most serious cases are heard, it's critical to guarantee
that these home investigations are performed honestly and without prejudice to the innocent
and uninformed worker. By creating good faith, this will aid in the maintenance of
harmonious relations and trust between the employer and employees. Furthermore, in
general, and particularly in the current circumstances, security of tenure is required to
maintain the country's economic success and the well-being of workers. As a result, no
employee should be fired solely on the basis of management's whims.

References

Chief Labour Commissioner (Central). 2022. Contract Labour (Regulation & Abolition)
Act, 1970. [online] Available at: <https://clc.gov.in/clc/acts-rules/contract-labour-
regulation-abolition-act-1970#Definitions> [Accessed 6 February 2022].

López-Villavicencio, Antonia, and José Ignacio Silva. 2011. “Employment Protection

And The Non-Linear Relationship Between The Wage-Productivity Gap And
Unemployment.” Scottish Journal of Political Economy 58(2):200–220. doi:
10.1111/j.1467-9485.2011.00543.x.

Radhicka Kapoor, PP Krishnapriya. 2019. “Facts and Myths on Rise of Contract Labour.”
Teh Hindu BusinessLine. Retrieved February 6, 2022
(https://www.thehindubusinessline.com/opinion/facts-and-myths-on-rise-of-contract-
labour/article26571045.ece).

Raj, Keerthan, and P. S. Aithal. 2020. “Impact of Covid-19 on Bottom of the Pyramid
Population – An Empirical Study.” International Journal of Management,
Technology, and Social Sciences 5(2):380–88. doi: 10.47992/ijmts.2581.6012.0125.

Zavodny, Madeline. 1999. “Unions and the Wage-Productivity Gap.” 44.

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Exhibits
Exhibit 1

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Exhibit 2

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Exhibit 3

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Persuading The Unconvinced: The Break Story

B Aiswaryaa*, G. Ramasundaramb
a
Professor, Loyola Institute of Business Administration, Chennai
b
Professor, PSG Institute of Management Studies, Coimbatore

Abstract:

The principal of a reputed school feels that students must be accompanied with teachers
during the break timings also in the canteen. The students are reluctant because they want
to be free and not be supervised at least during breaks. The teachers are also a bit hesitant
because they want to relax in-between class hours, only during the break timings. The non-
teaching and the supportive staff were asked not to move to canteen for tea, leaving their
work unattended for quiet a long time, for which they were also showing resistance. The
case revolves around how each group is trying to persuade the other with their valid
arguments. The decision of the case is left open.

Key words: Employer-employee relationship, work environment, rules and norms,

employee resistance.

Maths’s teacher, Mrs. Renuka: You seem to be very relaxed, finish your tea quickly, we
will have to walk back to class in five minutes, Its already hot and sweating.

Language teacher, Mrs. Dolly: No madam, I don’t have a class next hour, let me spend
some time and come back leisurely, you proceed.

Mrs. Renuka: In the month of march, it is so hot, atleast we can manage with umbrella
walking up and down for tea and lunch break twice a day. What do we do during rainy
seasons?

Mrs Dolly: Yes, this is a matter of concern.

Mrs. Renuka: Even in the canteen we find time to catch up among teachers only, what is
the point to troll down here. None of us are interacting with students.

Mrs Dolly: Students are reluctant and hesitant to approach the teachers, they want to have
fun among themselves. In fact, they are feeling uncomfortable to have us around. Don’t
you think so?

Mrs. Renuka: I have a mixed feeling let me check with them in the class. Ok let me make
a move madam. see you!!

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Mrs. Renuka rushes to the class.

This conversation was the result of the circular that was sent from the principal’s office
Mrs. Thatcher, the proud principal of an age old, reputed school known for student
discipline. The circular for the teachers stated the following:

‘The management is requesting the teachers to accompany the students every day
to the canteen to have their tea and coffee and other refreshments. In a way it will
initiate an informal interaction with the students and help the teachers to understand
the behaviour of students and facilitate better teaching learning experience. If
teachers are present around students, it will also help to void off any misbehaviour
and unsupervised slot during the working hours in the school. It is this breaktime
and lunch time that will create a room for silly fights, bullying, ragging, passing
comments, girls boys’ interaction, etc among the students who are in their
vulnerable and formative growing stages. The circular requests the teachers to have
tea and food in the canteen hall along with the students in the same timings as well.

So, the principal is proud that she has identified a simple solution to put an end to
needless problems even before it occurs. Madam had recently heard from a friend of an
incident in the school canteen of a famous school in the same city. Due to eve teasing the
girl had discontinued the school and refused to continue her studies. The parents had
complained against the school, the school had to act, there was student suspension and
counselling session was held for students. The news spread, there was damage to
reputation, curriculum and classes were disrupted, there was mental trauma, ill feelings and
a legal case was filed. The school had to undergo a painful process.

She was rewinding this incident in her mind for quiet sometime, so after two three
days she called for a meeting with few senior teachers to discuss this, as to what will happen
if it was their school.

The teachers though well understood the seriousness of the issue, they were trying
to convince the principal that such incidents will not occur in this school and added that the
principal worrying is unreasonable when things have never happened. They also added
that most of their students are from good families, many of them are children of their own
alumni, their children are well disciplined and groomed and they will not be upto such
unruly, and indecent behaviour.

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However, after a long discussion, and despite resistance shown, by the teachers the
principal had executed what she wanted to, this had badly hurt the teachers, that their views
were though heard, it was not considered for implementation.

In the circular, the teachers felt that throughout the day they are caught between
back-to-back classes, paper corrections, some reading and writing for classes, labs, and
other student related activities. This few minutes of tea and lunch is the only break they
stay quiet to compose and get ready for the next class. This is the only time they get to
even interact with their colleagues about some happenings in the class. Therefore, the
teachers do not want to spend time, walking up to the canteen for five minutes sweat it out
and come back for class. Similarly, they are also preferred food to be had in the staff room
itself and tea and snacks provided by the school to be served in their respective tables.
Moreover, the teachers felt that the break timing should not be made formal and made to
be compelled to work on some grounds. So, they all signed a letter to be sent to the
principal stating all their thoughts against the newly put-up norms.

In the meantime, there was an oral instruction for the non-teaching and supportive
staff that they remain in their places for tea during their break timings and not move out for
refreshments to the canteen, that will be served in their respective workplaces, and that the
lunch should be taken in their workstations only.

The principal expressed that supportive staff, and their jobs cannot be left unmanned
even for a short while, like the librarian, maintenance, cleaning staff, drinking water,
attender, administrator, etc.

If for the sake of tea and lunch, these places are closed, it takes a longer time than
stipulated to return after a chit chat, which results in confusion and unnecessary delay in
work. For instance, if a student must refer, borrow, or return a book in the library, he or she
will prefer to go only during the tea breaks and lunch breaks not in-between the regular
class hours. If the library is closed and if the librarian leaves the place for having lunch in
the canteen it doesn’t serve the purpose of helping the students. So to make all the functions
student friendly the principal came up with this norm, Similarly for other in charges also,
the same instruction had to be followed like lab in charge, stationery stores in charge, health
station in charge, help desk, etc.

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The non-teaching staff claimed thar their jobs are mundane day in and day out.
What is worrying if they interact for a short while just to de-stress. They even suggessted
that it could be different lunch timings for them after the students leave for class, but that
too was denied because for reasons that it is just going to be a platform for gossip and
constructive conversations are not going to happen.

It was surprising because, the teachers do not want to move, but they are asked to,
on the other hand the supportive staff wanted to come together for lunch and tea in a
common place like the canteen, but they were instructed not to. Was it right? Or
intentionally done against, or it is logical?

The students also feel that the teacher does not want to be seen around in the canteen
during tea and lunch breaks. They want to be on their own. Someone wants to crack a joke,
some calls out for a song, there will be games, some activities, which will create a good
relationship and fun among the students, that will be hindered and curbed when a teacher
is around to monitor. The students feel they are not free even during their break time.

Madam principal on discussion with the correspondent wrote back to the teachers
stating that their point and arguments are totally agreed upon, however the primary goal of
the school is to take care of the students with the support of the teachers and that is what is
promised to the parents irrespective of class timings or break timings. The principal claimed
that she does not want any untoward incident to happen or give room to happen.

Moreover, it will be a change for the teachers to just have a walk down to the
canteen for five minutes, conversing with the students, which is a natural stress buster and
a physical exercise. She felt that staff rooms where all the books, sofa and tables are laid,
the smell of food inside the air-conditioned room, attracts rats and insects inside the room.
Furthermore, there are a mix of teachers who are vegetarian and non-vegetarian. The smell
of nonveg food inside the staff room is a matter of concern for others. This issue was raised
by some of the teachers a couple of months ago.

The letter mentioned that the teachers will bring their own tea from home in flasks,
if forced to have only in the canteen. The principal replied that the school has no objections
on the same, the principal said the concern is not the tea from where it is brought, it is where
to have it, therefore no one was stopping the teachers to bring their own tea provided they
have it in the canteen premises.

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Also, the food is to be had in the eating spaces is only to avoid wet food being
spilled inside the working spaces, and the food waste dumped inside the dustbin causes a
bad smell until it is cleaned the next day.

Considering all the above-mentioned issues the principal strongly recommended

that the teachers and the supportive staff follow the standard operating procedures laid by
the principal’s office.

Teaching Notes

Case Usage:

Level: Post graduation level.

Course: Management, Business Administration, Human Resources, Psychology.

Learning Objectives:

1. To understand the work environment and the workers psychology.

2. To learn the art of persuasion and work against the employee resistance.

Discussion Questions:

1. Is the Principal’s assumptions and fear, right?

2. Can the teachers argue, when they are not given a choice, but to follow the school norms?

Theory Discussion:

The theory behind the case is to be discussed on the grounds of resistance to change.
Resistance to change is a complex phenomenon where, employees resist instantly to any
kind of change, irrespective of good or bad. The process of unlearning, learning, and
relearning mechanism should be tried out initially.

Answers to Discussion Questions:

1. When employees have used to a particular system it is very difficult to break habits
overnight. A lot of conviction and persuasion is required. The point of discussion
and argument is that, should we really address an issue even before it has occurred.
The principal is right in her own beliefs. However, the process adopted to change
an existing norm or introduce a new norm must be carefully handled. Just a simple

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circular in one shot will initiate resistance. Innovative mechanism can be discussed
to roll out a new norm in place.
2. Teachers are not arguing, they are only reluctant. If this norm is forced, there is
doubt on the quality of the output. The success of the whole process lies in the art
of convincing the employees. How to do it pleasantly and creatively is the domain
of discussion.

Teaching tips and activities:

The class can be divided into five groups. And asked to choose their roles, as teachers,
principal, students and non-teaching staff and parents. The discussion may start in an
argumentative manner and end up in discussion and the class faculty will jot down the
different ideas, and creative means to address this issue. Though it looks very simple,
improper handling will affect all other allied work activities.

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Role of Trade union at M/s. Alpha Beta Gamma & Company

PC Lakshmi Narayanan
Professor, Loyola Institute of Business Administration, Chennai

Caselet
M/s. Alpha Beta Gamma & Company is one of the leading firms in Chennai. It had 3

partners namely, A, B & G. Mr. A is the Managing Partner and took active part in the day

affairs of the business. The firm exports apparels to countries, like, Italy, France, U.K.,

Thailand, Malaysia, and Singapore. It had around 200 employees on its payroll. 158

employees are members of registered trade union of the organization. One of the

conditions laid down in the byelaws of the trade union is that to become a member of the

union, an employee must have put in at least five years of completed service in the

organization. 40 employees had less than five years of experience, and hence, were not

part of the union. Normally, the salaries of employees, who are part of union is much

higher than the non-union employees by 30%.

The style of management was autocratic. Union was not consulted even in the

matters affecting employees’ welfare. The office-bearers of the union on their part

remained passive in order to be in the good books of the management and pledged their

rights to the management.

Out of 40 non-union employees, six employees were highly skilled, sincere, and

dedicated to their work. Their work culture caught the attention of Mr. A, the Managing

partner and he decided to reward those six workers as a sign of appreciation and by

convincing other partners, increased their salaries by 30% i.e., to make it on par with the

union employees. This act by the managing partner was not liked by the other 34 non-

union employees, as their salaries remained the same.

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Few non-union employees met Mr.A requested him to increase the salaries for all

the 40 employees but their request was turned down. As a last resort, they represented the

matter to the union office-bearers in an informal way, as they are not members of the union.

Their main contention was, “equal pay for equal work”. They further explained that they

are frustrated, and it had created a permanent division among non-union employees.

The office –bearers of the union after contemplating for two months over the issue

represented the matter and asked the management to bring in parity in salaries among the

same category of workers. Mr.B & Mr.G were personally unhappy regarding the increment

given to the six employees, because it had resulted in more cash outflow. Therefore, as

soon as the union represented the matter, they convinced Mr. A about the consequences

and reduced the wages of six employees by 30% after paying increased salaries for two

months, in order to make it uniform for all the 40 employees.

As far as the union is concerned, they were happy because, their request was

honored by the employers. Motivated by the success, the union pressurized the

management to consult them in all major policy decisions of the firm and consequently the

union became more aggressive and became a hindrance in the process of decision making

at M/s. Alpha Beta Gamma & company.

Case Analysis:

Analyze the industrial relations climate, especially the role of trade union and record

your views.

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Decision making by a Woman Employee on the career prospects –

Chance or Choice

Deepa Narayanana*, Jahira Parveena

a
SRM Institute of Science and Technology

Abstract:

In India, majority of the working women are predominantly doing jobs that are not their
choice but have got it as a chance. This is because it provides good monetary benefit which
helps them in the financial support required to run the family. Today women also have
become an equal partner along with men in the family economy race by contributing in all
ways to run the family and attain a fair status quo in the society. In this race and with a
responsibility to family, today’s women folk are forgetting their true passion and
compromising on professions just for the monetary benefits they get as pursuing their
passion will not support them the same way. This case study reflects the situation of one
such woman with a dilemma of whether she should pursue her profession of “Choice” or
“Chance”

Introduction:

A woman turns out to be an exceptional contributor and an inspiring leader when she is
given an opportunity to pursue the career of her choice and when the career is choice-based
it gets reflected as a successful output in every step of her career. No problem is a problem,
no challenge is s challenge as she loves her career and it’s her passion. One cannot stop a
woman who is really doing something with passion but in case it turns out to be that the
woman is working on a job or pursuing something that’s not her forte, the impact is very
serious and turns out to be a failure and leads to women working under pressure and
stressful conditions.

Problem Statement:

Likitha is a management graduate who has a wide experience of more than 10 years in the
Finance domain. She has worked in different verticals and is quite an expert in various core
financial aspects. However, Finance is not the subject of interest for Likitha. She has
developed herself in the field out of compulsion of her financial needs but not out of choice.
There are times when she feel desperate to stop working in this field. She works for chance

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but not out of choice. She wants to stop her financial career and venture out and try pursuing
her interest but can’t as she gets paid well in this field. But her choice of being a People/Life
Coach does not guarantee the same. She’s in a dilemma as to whether be in the finance field
for monetary benefits and have a dissatisfied professional life or stop and start pursuing her
passion compromising on the financial end but nurturing her passion and pursuing her
interest.

Background:

Likitha has had a very challenging upbringing as she had faced severe financial crunches
in her family until she graduated. Her education predominantly has been on scholarships
and sponsors. Her life has been filled with various challenges which forced her to settle on
a career that came as a chance which paid her good monetary benefits. She forced herself
to pursue it out of family compulsion. But Likitha had an innate interest in Training and
Development and would be an excellent People Coach. Out of her personal interest, she
took part in various HR initiatives in her organization. She tried to find opportunities in the
HR team to diversify her career and pursue her passion, but she did find any opportunity.
She had many challenges with the team she worked with, as they were all Chartered
Accountants (CAs). The expectation is high which at times is beyond her normal capability
of a management graduate. So, at times due to her inability to cater to the high expectations,
she felt stressed and frustrated in her career.

Proposed Solutions:

Likitha here can take few decisions that might be relevant to her situation and based on
these options which she chooses her future may turn out be more enterprising, peaceful,
and productive.

1. Reviewing the financial needs of the family and discussing the situation in her workplace,
she may quit the current job and pursue an alternate career of her choice. But this may
have a huge impact on the financial status as her choice of alternate career. It may not pay
her well, as she gets with her current profile in Finance, for which she might have to plan
accordingly.
2. In case she decides not to compromise on the financial end, then she needs to involve
fully in her current role as a finance professional and equip herself more in Finance and
set aside her passion.

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3. As a third option to involve fully in her current profession and equip herself, but also
consistently participate with her company Human Resource (HR) in people initiatives and
support them externally in Training and Development initiatives inside the organization.

Recommendations:

As a woman, being able to empathize with Likitha’s condition, the author would like to
suggest that she takes decision based on her family and financial conditions.

• Likitha may not be able to pursue her passion without a strong family support and based
on the demands of her family’s situation, she needs to be strong and continue with the
finance job by being more assertive and catering to the needs in the best possible way.
• Incase she’s able to get support from her family and have a manageable financial
status, she may find relevant alternate options for her plan how to shift over in a
gradually and start pursuing her passion.

Conclusion:

The above case study reviews the challenges faced by career-oriented women and the tough
decision they need to make to be successful in their professions. Their decisions are going
to impact their family and career life, hence making right decisions are utmost important.
The decisions can be made by discussing with experienced people or seek help of expert
counsellors and peer support. Nowadays organizations have developed employee support
systems which are focusing and supporting women to make alternate career choices which
support them in becoming more enterprising and contributing as leaders to the society and
humanity at the large. Give a woman a chance, she will make a change, but give a choice
she will make a revolution.

References

• Gender Equality in Decision-Making Positions: The Efficiency Gains; Volume 52,

2017, Number 1, pp. 34–37
• The Role of Chance Events in Career Decision Making: June 2005, Journal of
Vocational Behavior, 66(3):561-576; DOI:10.1016/j.jvb.2004.05.001
• Women in the Workplace 2021, September 27, 2021 | Article
• The gender gap in employment: What's holding women back? December 2017;
Updated in March 2018.
• Empowering Women at Work. ISBN: 9789220330654 (Print) 9789220330647

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Leadership and the Art of Storytelling – The Case of Vitara

R Deepa

Assistant Professor, Loyola Institute of Business Administration, Chennai

Abstract

This case tries to understand the role of storytelling in enhancing Corporate Reputation,
through a case scenario. Corporate Reputation for an entrepreneurial venture involves both
the organization and the leader. Many a times both internal and external customers cannot
tell apart the leader from the organization. Reputation management for the organization is
then, the reputation of the leader. So, to build corporate reputation or when corporate
reputation is at stake, communication through effective storytelling becomes imperative.
The story brings out the characteristics, history, culture, emotions, and personality of the
organization, through the eyes of a protagonist who may also be the leader of the
organization. Effective narratives through the leader help the organizations sustain
corporate reputation and brand value. In addition, it aids in internal brand management
where employees can also be emotionally involved with the brand, leading to better
commitment, engagement, and retention. This case touches upon how bad reputation for an
organization can be overcome through positive storytelling that will help employees and
external stakeholders to emotionally invest in the organization and lead to positive brand
perceptions.

Keyword: Corporate Reputation, Leadership, Storytelling, Internal Brand Management

Introduction

“CEOs who know about storytelling and strategy will bring people along. Storytelling allows you to
connect with people and allows them to participate in the story as characters. They will be brought along
through the journey. This is not a formula. The CEO must get this in his core” — Tom Sabatino, Executive
Vice President and general counsel, Schering-Plough

This case on corporate reputation and storytelling, brings to light how perceptions, attitudes
and behaviours of internal and external stakeholders are shaped by well-crafted corporate
stories. “Storytelling is an informal process that facilitates the transfer of tacit dimensions
of critical knowledge through internalization and socialization” (Nonaka and Takeuchi,
1995). When the corporate reputation is questioned, such corporate stories help the
stakeholders to see their organization in its full glory thereby yielding joy, emotional

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attachment, and contentment. “Internal stakeholders perceive a corporate brand positively

if the related brand stories such as corporate associations, corporate values, corporate
personalities, and corporate culture are intertwined to the sum of a whole” (Nyagadza et
al., 2020). Positive emotions triggered because of the corporate story, evoke the right
perceptions in the minds of employees and others to have a lasting impact on their brand
perceptions and corporate reputation (Mittins et al., 2011). Social media handles like
Twitter, Instagram, LinkedIn, Facebook, YouTube, and company websites carry the
corporate stories in the form of blogs, write-ups, news items, corporate videos and short
films that have a lasting impression in the minds of internal and external stakeholders.
While positive corporate stories are company-initiated, organizations run the risk of
handling negative emotions and negative storytelling through word-of-mouth and other
negative episodes like bad customer reviews or competitor misgivings. It is especially at
crucial junctures when the corporate reputation is at stake, that it becomes a litmus test for
employees to stand by their organization and leader or leave for greener pastures. Such
scenarios propelled by cut-throat competition are a threat to both the product market and
the labour market. Thus, effective storytelling may strike a chord with both internal and
external customers emotionally, thereby helping the organization to bounce back from
negative PR1 triggered by negative emotions and hate posts in social media handles.
Positive narratives through storytelling help employees overcome negative emotions, so
that they in turn become brand ambassadors of their organization, thereby propelling the
story forward to include workplace fun and happy memories. This is bound to erase
negative memory and create positive perceptions in the minds of employees and customers
that is also ingrained as a part of the organization culture passed on to generations
(Nyagadza et al., 2020).

Storytelling come in many forms and one important form is called as micro-movies
or short films in common language. Micro-movies help the viewers to resonate with the
story plot and the characters much like a movie, thereby invoking empathy, trust and an
emotional connect that will affect their attitude towards what is being shown (Li and Liu,
2020). Also called as video stories, there are central characters, a plot that is creative and
at best authentic. Answering 5 Ws or Who? What? When? Where? and why? is important
for the writer and the storyteller (Keller, 2019). Storytelling through the visual medium is

1
Public Relations

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reflective, making the audience to think through what is being told and experiential so that
they can identify with the protagonist or the plot. A visual template like the Storytelling
Canvas (Kernbach, 2018), provide a strategy and roadmap on how the story board can be
sketched to tell an effective story through a micro-movie. Compelling stories contain the
right mix of information and emotion. Compelling stories answer the following key
questions as cited in the Storytelling Canvas:

Topic: 1. What is the story about?

Audience: 2. Who is your story’s audience? What are their needs?
Goal: 3. What do you want to achieve with this story?
Before
4. What does your audience think, feel, know, want before they have experienced your
story?
The beginning –

5. Why is it useful and worth being excited about?

6. What from your past do you have in common?
7. How is the big idea conveying your unique perspective?
The Middle
Seven elements abbreviated as SUCCESS formula can be adapted to engage the story with
the audience.
• Simplicity – Key point of the story is stated simply
• Unexpectedness – Throwing surprises, evoking curiosity in the plot
• Concreteness – Real and concrete examples and images
• Credibility / Truth – Provide proof / statistics
• Emotions – Through Images / Visuals
• Storyline – Explanation, Pitch, Drama
• STAR moment – Something That They’ll Always Remember
The End
8. What are you asking the audience to do? What action you want them to take?
9. How will they personally benefit from the story? What’s in it for them emotionally
or materially?
After
10. What does your audience think, feel, know, want after they have experienced your
story? (Kernbach, 2018)
Thus, using such an approach can help develop authentic and emotional storyboards that
can help individuals and organizations to connect with the story that is memorable and

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meaningful. Another critical issue while considering storyboarding is whether the story
must be of the past, present or future. Past achievements only speak of an organization that
has crossed its prime, or a future that is too far in sight. Like Cary Fiorina, the CEO2 of HP3
knew the HP way, but she told a story where the past was the run up to the envisioned
future. So, the right balance is required in telling the corporate story effectively (Dowling,
2006).

Background

Pranav Partha was a tensed man looking through his window from his 18th Floor corporate
building. Awards, certificates, plaques and magazine and newspaper cuttings adorned his
walls and table. He looked around once more to remind himself of his journey that brought
him here. Pranav Partha started Vitara Organic Foods for Ready mixes and Ready to eats
as an ambitious venture when he realised many of his friends, his father’s close associates
and acquaintances had taken to organic farming. They had started producing many a farm
products and pulses by organic means, which he first thought was more of a fad. When the
market for organic farm products became huge, he realised that there is potential when
given as ready mixes and ready-to-eat. So, combining both he started Vitara Organic Foods.
The journey was not easy as there were already giants in the field. He had to differentiate
Vitara from the others. After an initial lull and break-even, the products picked up steam
for its variety that covered North Indian, South Indian, Continental, Chinese and various
other cuisines. Available pan India, better taste compared to its competitors and organic
raw materials used were its key highlights.

Pranav started from humble beginnings in Chittoor where his family resided. His
father was a farmer who wanted his son to study well, take up a government job and take
care of his family. Pranav did that and more. He went on to complete his PGDM4 from
IIM5 Calcutta (Kolkata) and took up a top position in sales with Unilever and was posted
in Maharashtra. That is where he learnt the tips and tricks of FMCG6 retail before starting
out on his own. He quit and travelled the length and breadth of India on his savings, just to
devour various cuisines and worked on the possibility of converting them into ready mixes.

2
Chief Executive Officer
3
Hewlett - Packard
4
Post Graduate Diploma in Management
5
Indian Institute of Management
6
Fast Moving Consumer Goods

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He knew there was more than Rava Idli and Rava Dosa that could be ready mixes available
as ready-to-cook or ready-to-eat. When he was experimenting with one such food item in
his mom’s kitchen, he picked up turmeric powder from the packet he got from the market.
His mother retorted, “Why are you using this? Use what is in our house, it’s organic without
pesticides produced in your dad’s farm.” That was a great aha moment when he went in
search of his dad. He started using all that his father produced like turmeric, red chilli
powder, pulses etc.,

Problem

The growth of Vitara was phenomenal in a span of eight years. The food processing was
hygienic with stringent quality controls. They expanded to restaurants, food courts and even
food dispensers in railway stations and airports in a couple of years. The marketing team
resorted to huge advertising, showing off their hygienic quality-certified processing plants,
their workers from the economically weaker sections and people with disability, the
farmlands from where they source etc., His employees were happy to see themselves grow
along with the organization. They became General Managers from interns, became
shareholders, and took home hefty incentives along with ready mixes. All was well until a
tip off to the Food Safety Authority (FSA) made them visit a supermarket. A random pick
of three to four packets of a ready breakfast mix had worms in them. It was all over the
news with photographs when one twitter user commented “Hey its organic, no pesticides,
so natural to have worms in them (sic).” It triggered a meme-fest where a group of men
were crying “All we knew to cook was only Vitara products, now what do we cook?”

Pranav as a founder and leader was always behind the scenes, though he approved
advertising campaigns or sales incentives. This slugfest was getting bigger and bitter, and
he could not rule out the possibility of the direct hand of competitors in this. He had to do
something as the Corporate Reputation was at stake. He received another blow a week later.
His employees both in his processing plant and corporate office were being poached and
there was an exodus to a few of his competitors. That is when he had called his Sales head,
Marketing head, HR7 Head and Plant head for a meeting. When everyone entered, he came
back to his present. There was silence in the room. He began, “None of us are responsible
for this…… yet all of us are. What should we do?”

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Human Resources

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Proposed Solution

Each one had a perspective, but all hands eventually pointed to only one thing –
Advertising. Advertising for not only the external audience but also for our own employees.
The Marketing head acknowledged “Nothing works better than telling a story to all for an
emotional connect.” The HR head agreed – “Yes, the emotional connect – that seems to be
missing. They had everything…and with one black dot they are all emotionally weakened,
and our competitors are making use of this vulnerable moment to the best of their interests
both in the product market and job market.” The marketing head immediately said, let me
get M&M our advertising agency on board, they may have something to suggest.

The HR head agreed – “Yes the emotional

connect – that seems to be missing”
Dinesh Roy from M&M and a good friend of Pranav from IIM joined over
videoconferencing immediately. It just took a minute before he could load the video of
“Bertha Benz: The Journey that changed everything.” Everyone watched the video in
silence, which belonged to the official YouTube handle of Mercedes Benz. It was shot like
a movie, had a story, and spoke of history. Dinesh said, “this was a story to tell, it had
emotions, a feeling of pride and the history it wanted to share when the first automobile
rode through Germany.” Everyone acknowledged. “We need a movie too. Don’t we? To
tell of the humble beginnings of Mr. Pranav as a farmer’s son, the time he tasted Indian and
other cuisine by travelling, to the time he built Vitara from a small kitchen in his house
when he decided to go organic to where Vitara stands now.” Pranav for a moment felt good
but laughed aloud. His amusement led him to comment “I remember from my history books
when queen Marie Antoinette said to her people who were starving “If you don’t have
bread, eat cake.” This sounds very similar - “Our Corporate Reputation is at stake - Let’s
make a movie!”

But Dinesh was persistent, in the next couple of days he brought on board a bright
short-film director. He went through his portfolio of movies, chose him as his art of
storytelling was splendid and emotionally connected with the audience. The amount of
research he did before he made a short film was phenomenal. But you must tell a story of

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a leader in eight minutes, packed with visuals and testimonies from his close associates and
his employees. Even the director was stumped. It was a challenge. Still, he undertook the
challenge of building the storyboard by answering the questions of the Storytelling Canvas
suggested by Dinesh and using the SUCCESS formula. For a short film director, this
management insight of Dinesh brought a structure as well as out-of-box thinking for him.

The next question was who will be the protagonist? Pranav knew this question was
coming up. He said a firm no. I don’t want to be the face of the campaign like jewellery
and textile ads he retorted. Dinesh and the director came up with a solution. “We’ll show
someone else as a younger you, but you will be the one we will finally end the film with.”
“Do I need to mouth dialogues? asked Pranav, “You just need to speak the truth” came the
reply.

The movie with its visuals and storyline was hugely successful. It immediately
struck a chord with the audience. Employees at all levels who were part of the plot were
elated to see themselves. They were equally overwhelmed to watch the journey of their
leader and their company unfold from humble beginnings to what it is today. There was a
sense of pride, a feeling that was only amplified by views, likes, shares and positive
comments. The movie shared as a YouTube video in official Twitter, Facebook, LinkedIn,
and Instagram handles was immediately picked up by the press and ad film reviewers. They
were quick to criticise stating that the movie was intended to only remove the negativity
surrounding the product brand of Vitara. Vitara’s press release did not deny the claim, they
acknowledged the fact but were quick to add one last sentence “Whatever we have put out
in the video is the only truth!”

Recommendations

Through the case scenario, the study recommends corporate storytelling to be an effective
means of creating a positive emotional appeal for the brand that enhances corporate
reputation, brand ambassadorship and employee retention. Corporate storytelling is also
accentuated through multiple social media handles that may reach a wider audience and the
type of medium either visual like ad videos, corporate films or written vlogs, or audio in
the form of podcasts. Another particularly important medium has been print - books
through which leaders have written their biography like Losing my Virginity by Richard
Branson, Steve Jobs by Walter Isaacson adapted to the movie Jobs, Delivering Happiness
by Tony Hseih, Alibaba, the house that Jack Ma built, Iacocca an autobiography by Lee

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Iacocca are a few examples. Some of them have also been made into successful feature
films. There is no dearth of mediums or social media handles where integrated corporate
communication can be consistent and coherent to reinforce a story that is compelling,
emotional, and appealing for both internal and external stakeholders. It takes concerted
effort, and a micro-movie can best add the right mix of emotions, enacting and storytelling
to drive home the intended message in a subtle but powerful manner.

Possible Case Questions:

1. Was the approach used in the case, correct? Could the company have done
something else?
2. Discuss the growth of Vitara as seen through the eyes of Pranav Partha. Will the
short film create an emotional connect in the mind of the audience?
3. Develop the plot for the short film using the SUCCESS formula.

The case is useful for teaching in Leadership, OB, Advertising and Brand Management

References

Bertha Benz – A Journey that changed everything - Bertha Benz: The Journey That
Changed Everything

Dowling, G. R. (2006). Communicating corporate reputation through stories. California

Management Review, 49(1), 82-100.

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Keller, T. (2019). Television News: The Heart and How-To of Video Storytelling (4th ed.).
Routledge. https://doi.org/10.4324/9781351002660

Kernbach, S. (2018, July). Storytelling Canvas: A visual framework for developing and
delivering resonating stories. In 2018 22nd International Conference Information
Visualisation (IV) IEEE, 390-395.

Li, C. H., & Liu, C. C. (2020). The effects of empathy and persuasion of storytelling via
tourism micro-movies on travel willingness. Asia Pacific Journal of Tourism
Research, 25(4), 382-392.

Mittins, M., Abratt, R., & Christie, P. (2011). Storytelling in reputation management: the
case of Nashua Mobile South Africa. Management Decision, 49(3), 405-421.

Nyagadza, B., Kadembo, E. M., & Makasi, A. (2020). Exploring internal stakeholders’
emotional attachment & corporate brand perceptions through corporate storytelling for
branding. Cogent Business & Management, 7(1), 1-22.

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Negative Impact of Consumer Fashion Trends on Sales:

The Gillette Example
Kisholoy Roy
Founder-Trainer, Workshops of Dr Kisholoy Roy, Kolkata

Abstract
Across the globe, a paradigm shift has been observed as far as consumer attitudes to shaving
their facial hair is concerned. Triggered by the fashion sense and sensibilities of many
celebrities, there have been communities of men worldwide who have either totally
abstained from using any shaving instruments or have adopted trimmers for their facial
hair. This has negatively impacted companies like Gillette that thrived on men’s regular
shaving habits for years. The case deals with the new trend in consumer shaving behaviour
and its corresponding impact on sales for the company Gillette.

“The world’s largest shaving product companies are facing a dance along a razor’s
edge as falling sales indicate a shift in western attitudes to facial hair.”

Introduction
Gillette, the brand which is a market leader in the shaving product category
worldwide with a 60% market share has witnessed erosion in its sales not just in developed
countries like the US and in various European nations but also in developing countries like
India. A major reason for the declining sales trend has been changing male consumer
fashion trends when it comes to facial hair. The acceptability of the stubble at the
workplace, the economic downturn, certain religious sentiments in various nations,
celebrity advocacy, escalating costs of razors and blades are some of the issues that have
been identified to plague the sales of shaving products. However, P&G, the company
behind brand Gillette has been found to make some significant strategic moves to counter
the declining sales trend of Gillette products.
Evolution of Brand Gillette
The Gillette Company was founded by King C. Gillette in the year 1901 at Boston
in the US. The company at that point of time was known as a safety razor manufacturer.
The first safety razor having disposable blade went on sale in the year 1903. In the year
1908, registration for the Gillette trademark was assigned to safety razors and blades.

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Since its inception, Gillette as a brand has been known for innovation in the domain
of safety razors and blades. In the year 1967, the Techmatic razor was launched. The razor
was a system razor with a 'continuous band' meaning consumers would no longer have to
touch the blade. In the year 1971 GII, the first twin bladed razor was launched. The first
twin bladed disposable razor was launched in 1976 by and in 1977 the revolutionary pivot
headed razor, Contour, was released.
The 1960s and 1970s witnessed Gillette’s focus on blades while the 1980s and
1990s saw improved features being introduced for a smoother, more comfortable shave.
Contour Plus, in 1985, heralded the first ‘lubrastrip’ (lubricated strip on safety razors) and
1990 saw the company's first ever Pan-Atlantic launch, with the introduction of Sensor in
sixteen countries. Sensor featured the first spring mounted blades and shell-bearing pivot.
In 1993, Sensor Excel was launched with soft, flexible micro fins designed to sweep hair
up, allowing the blade to cut closer.
However there are many who believe that the introduction of Gillette Mach 3 range
has been one of the most successful launches by the company till date since over 90 million
men worldwide reportedly use a Mach3 family razor. This triple bladed shaving system
was followed by Mach3Turbo in 2003, which was found to have a host of advanced features
related to blade technology. In 2004 company came up with the M3Power razor.
In 2005, Gillette Fusion® shaving system was launched. It has been reported that
Fusion razors are the first to have innovative technologies both on the front and back of the
blade cartridge, with a five-blade shaving surface. In October 2005, Procter & Gamble
(P&G) completed its merger with the Gillette Company which reportedly gave rise to the
world’s largest personal care and household products company. In 2010, P&G launched
Gillette Fusion® ProGlide™ and Gillette Fusion® ProGlide™ Power shaving systems.
Gillette Guard was also launched in that year which was a product aimed at the low income
segment. In the year 2012, P&G launched Gillette Fusion Pro-glide Styler, a 3-in-1 battery
operated razor which serves the purpose of both shaving and styling.
It has been observed that brand Gillette has not just been catering to the grooming
requirements of men across the globe but also to the requirements of women as the first
ever razor for women 'Milady Décolleté' was introduced in 1915 and the first disposable
razor for women, ‘Gillette Daisy’ was introduced in 1975. The 1990s witnessed a period
of significant change in female shaving trends as Gillette Company launched Sensor for
women in 1992, which was then followed by Sensor Excel for women which the company
claimed to be the improved one. In 2000 Gillette Company unveiled Venus - a triple bladed
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razor, designed specifically for women. In 2002 Passion Venus was introduced, which
many felt broadened the appeal of the product by offering Venus in a vibrant pink colour.
Later on Venus Divine was launched in 2004.
Brand Gillette has always been considered by its users as a brand that is constantly
working towards making shaving a safe, fun and pleasurable job. Brand Gillette has been
promoted globally with the tagline “The Best a Man Can Get” in the context of men’s
shaving products. It has been the brand that has been proactive in understanding the
upcoming consumer trends and thus has introduced a series of innovative products in the
men’s and women’s grooming arena. However the changing fashion trends among men
(the predominant customer base of the Gillette brand) and their penchant to keep beards for
a variety of reasons have been found to pose a tough challenge for the brand’s sustainability
as the brand finds its sales going down.
Corresponding Impact of Consumer Fashion Trends on Sale
Consumer fashion trends regarding male grooming have been observed to undergo
significant change since early 2000s. The steady rise of a certain mextrosexual male
population across the globe has reportedly brought about this change. The growing
acceptance of facial hair in the work place has added to the popularity of the beard.
Although a beard is still a strict ‘no’ in the armed forces of many nations across the globe,
it has been found that the once integral corporate etiquette of a clean shave has taken a back
seat. The young professional today can be seen with various types of beard styling and this
reportedly has caused brands like Gillette to loose significant chunk of consumers
worldwide. It has been further found that the earlier opinion of professionals with beard
being unprofessional and inefficient has changed as the beard has become an accepted
entity in the corporate world. In the Indian context, it is widely felt that the flourishing BPO
sector has contributed to the popularity of beard in the work place as there are no stringent
rules promoting a clean shaven code in the said sector.
It is a well-known fact that when it comes to global fashion trends, fashion houses
in London and Paris have been the influencers of generating mass opinion. In the context
of the stubble, it has been found that these fashion houses have featured male models
wearing a bearded look in recent times. Insiders at these fashion houses have further opined
that television programs in the international circuit like Boardwalk Empire have further
contributed to the acceptance of stubble at the workplace.
Science has also been found to favour bearded men. A study at the University of
South Wales has confirmed that men with stubble are more attractive to women and they
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are considered to possess superior parenting abilities. One of the researchers at the
university declared, “Our findings confirm that beardedness affects judgments of male
socio-sexual attributes and suggest that an intermediate level of beardedness is most
attractive while full-bearded men may be perceived as better fathers who could protect and
invest in offspring.”
Celebrities have been considered as an aspirational group for variety of products
across customer segments. They are found to not just influence customer purchase
decisions but also influence evolving fashion trends. In the context of the stubble and facial
hair styling, the same event has been observed. National as well international celebrities
across various domains have been found to sport beards or stylized stubble that has been
observed to catch the imaginations of their fans and have contributed to immediate and
wide spread acceptance. While international celebrities like Brad Pitt and David Beckham
have been found to sport the beard, in the Indian context, celebrities like M S Dhoni
(cricketer), Hrithik Roshan and Abhishek Bachchan (movie stars) and Rahul Gandhi
(politician) have reportedly influenced myriads of their fans when it comes to sporting the
bearded look (Exhibit-I).
Exhibit I: Celebrities Sporting Bearded Looks

Brand Pitt

David
Beckham Rahul Gandhi

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M S Dhoni

Hrithik
Roshan Abhishek
Bachchan
Compiled by the Authors
Exhibit I: Celebrities Sporting Bearded Looks
Internationally, it has been reported that the penchant for sporting the bearded look
has been such that man young men have opted to undergo cosmetic surgery and beard
transplants to get the desired look. Dr. Bessam Farjo, founder of the Farjo Hair Institute in
the UK who performed the world’s first facial hair transplant in 1996 observed that he has
witnessed a six-fold increase every year since the year 2008 in the number of men getting
surgery to boost their facial follicles. Over 4,500 procedures were reportedly carried out in
2012 which was 13 percent more than in the year 2011.
Many believe that the economic downturn of 2008 that affected a number of
economies globally has been another important reason for the downward sales trends of
brand Gillette. There are still a number of major economies that are yet to recover from the
economic mishap and many in such countries are finding prices of reusable razors and
blades too expensive. This has been found to prompt many to keep their beards.

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There have been instances where marketers of various products have turned to
China to improve their business prospects. However the Gillette brand has found no such
solace in the dragon country because of a reason which has to do with the genetic
characteristics of the Chinese male population. Companies dealing with shaving products
have reportedly faced an insurmountable barrier to entry in China because of the genetic
hairlessness of the Chinese men. Gillette has also encountered barriers to entry in the
Middle-East because of the cultural and religious beliefs of people over there. Maintaining
a beard is considered an integral part of the Islamic customs in such places which has
compelled P&G, the company behind the Gillette brand to introduce trimming and styling
devices at such places.
According to published reports, the rise of razor subscription sites like the Dollar
Shave Club, which send off-brand razor blades to people’s homes on a monthly basis, is
also a reason for decline in sales. This is an innovative idea wherein the customers subscribe
for razors to be delivered at their homes for prices as low as $1 a month. This has gained
popularity as it provides cost benefit as well as convenience even as the prices of personal
care products continue to rise.
American culture, lifestyles and trends have often been found to be aped by the
people of other countries especially in the eastern part of the globe. The same has been
found to be true when it comes to sporting the bearded look and thus this phenomenon has
been found to impact the global sales of brand Gillette (Exhibit-II).
Exhibit – II: Negative Impact on Global Sales

Source:
http://www.pg.com/en_US/downloads/investors/annual_reports/2013/2013_AnnualRepor
t.pdf
Exhibit – II: Negative Impact on Global Sales
However, certain strategic moves of P&G in 2013 suggest that there is a strong
possibility of Brand Gillette reversing its declining sales trends both in the developed and
developing countries.

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The Way Forward

With a sharp fall in global sales of shaving products, brands like Gillette have been
found to look out for ways to arrest the downward sales trend. Majority of men across the
globe have been found to keep the stubble but then they have been observed to be interested
in styling their beards. This observation has prompted the launch of Pro-Glide Styler in
2013 which is an electric beard trimmer. Jared Regan, product brand manager for Gillette
cited in this context, “There is certainly a growing trend towards facial hair styling and it’s
becoming increasingly acceptable to sport your style in the workplace too.”
The erosion of the male consumers has reportedly been a key stimulator for brand Gillette
to concentrate on its Venus range for women. The range which is promoted with the tagline
“Reveal the Goddess in You” offers a number of smooth and easy shaving options to
women to get a smooth and radiant skin. Women across the globe have been found to like
the overall product range and P&G needs to further keep its focus on the women consumers
and consistently introduce innovative options to their target customers. There are reports
that suggest that wooing the women through innovative shaving products will be a more
sustainable option for the Gillette brand (Exhibit-III).

Source: http://money.cnn.com/2003/08/06/pf/investing/razor_wars/shaving_pie.gif
Exhibit – III: The Shaving Pie
To counter the popular perception that brand Gillette is meant for the premium
section of consumers only, a cheaper shaving version, Gillette Guard has been introduced.
Gillette Guard is a reusable razor with blades priced at Rs.7 only. The TVC for the same
features a father son duo and tries to counter the notion that Gillette manufactures only

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expensive products. The ad shows the father stating that since it is Gillette, it ought to be
expensive. However, the son clarifies that it provides a shave for only a rupee (Exhibit-
IV).

Source: http://i1.ytimg.com/vi/8PWt-IqUqSk/hqdefault.jpg
Exhibit – IV: TVC of Gillette Guard

P&G, the company behind brand Gillette has been found to launch the “Salute the
Soldier Movement” in 2011 in India with the objective to strengthen the emotional connect
between the brand and its target audience. Many marketing experts have opined that it was
a well thought strategy since Gillette was loosing its grip on its target market by
communicating rationally and pitching only for its innovative technology. The campaign
personified ‘The Gillette Man’ using the concept of soldier and it was about appealing to
the men folk of the country to stand up for the cause of women in the society and protect
their dignity (Exhibit – V). Millions of Indians reportedly participated in the movement
and the company believed that it was due to this campaign that brand Gillette crossed 50%
value share.

Source: http://ultimatemarketer.files.wordpress.com/2013/02/gillette1.jpg
Exhibit – V: The ‘Soldiers Wanted Campaign

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There has been another development concerning brand Gillette which many believe
can restrict its downward sales trend. In May 2013, P&G was found to purchase a patent
for the “Gillette Body” which was basically a product related to hair styling for body parts
below one’s neck. The decision was based on research reports that suggested 29% of
American men and 49% of British men already shave some or all of their body hair.

It is widely felt within the personal grooming industry that P&G’s strategic moves
for the developed and the developing nations should be countering the declining sales
trends but it needs to be seen to what extent the company needs to rework the marketing
mix for the market leader in the shaving products category so that the overall consumer
acceptability for Gillette shaving razors and blades get enhanced.

References
• Coghlan Tom, “Beards make blade bleed – Shaving product companies see decline in
sales”,
http://www.telegraphindia.com/1130818/jsp/frontpage/story_17243271.jsp#.Uj551dJH
KNA, August 18th 2013
• http://economictimes.indiatimes.com/gillette-india-ltd/directorsreport/companyid-
13567.cms
• Gontcharova Natalie, “Beard-Loving Hipsters Give Razor Sales a Shave”,
http://newsfeed.time.com/2013/08/25/beard-loving-hipsters-give-razor-sales-a-shave/,
August 25th 2013
• http://www.dollarshaveclub.com/

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Case Study on Impact of COVID-19 Pandemic on Retailing in India

Vijaya Deepikaa, N Kannanb

a
Assistant Professor, School Of Management, DDGD Vaishnav College, Chennai
b
Research Supervisor, Sathyabama Institute of Science & Technology (Deemed to be University), Chennai

Abstract

The retail sector always plays supreme role across the world in satisfying various needs of
people across various product segments. The COVID-19 pandemic has impacted the field
of retailing by bringing lot of changes in the business operations in which the retail
segments survive around. These radical changes have seen steep changes in consumer
buying behavior. The new normal structure has given a wide range of business options
based on people lifestyles, political and economic balances of the society with the support
of digital technologies. As nations across the globe struggle with the pandemic, the second
COVID wave has left India shocked and devastated with more number of fatalities and loss
in businesses. While our nation fights to get back to a sense of normality, entire business
sectors have been impacted in incomparable ways. As per the 2020 McKinsey report ~96%
of consumers have adopted new shopping behaviors while 60% are expected to shift to
online shopping leading up to the festive season and continue doing so beyond the
pandemic. The growth of e-commerce platforms and online buying patterns of consumers
saw a surge retail segments. At the same time, COVID-19 has dramatically disrupted the
retail sector, with the shock differing massively between unorganized retailers versus
online shops, essential versus non-essential stores, and small versus large retailers. This
case analysis studies the role of organized retail sector, which played a dominant role during
the COVID-19 pandemic in our country.
Key words: COVID-19 Pandemic, Indian Retailing, Economy.

Introduction
The existence of the pandemic led to a surge in e-commerce and accelerated digital
transformation, creating a paradigm shift in consumer behavior towards shopping online
for both essential and non-essential categories of retail sector. But this shift in consumer
choice left the physical retail segment in most critical position as many stores saw a loss in
their business operations. The balance between online and physical purchase done by the
consumers saw a sudden variation, which was due to the sudden lockdown and work from

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options. This shifting scene made it imperious for businesses across all industries to
reimagine, adapt and deliver a seamless customer experience both physically and digitally
by introducing new normal norms. These challenges due to the unforeseen scenarios and
extended lockdowns made the consumers to buy and store in bulk which saw constraints in
finance and stocking of inventories. The increase in online deliveries also grew within short
time span as consumers demanded for no contact deliveries and to avoid touching of
products and packages to make themselves safe. In fact, the local authorities also allowed
deliveries of essentials at door steps based on the availability of resources. This has resulted
the consumers to shift to retailers who guarantee availability and timely delivery of
products and goods. With physical interactions severely curtailed both at work and socially,
and with financial uncertainties impacting a large proportion of the population, categories
that are driven by impulse and discretionary spending have been impacted, perhaps to an
extent only temporarily.

Background Analysis
The radical changes in the outer environment caused by COVID-19 pandemic have
shown various effects on the business of the retail industry. The calamity had created
unambiguous gaps in businesses and it’s operations. The retail sector covers various
requirements of people in our economy. In India, this sector is dominated by various small
retailers who fulfill the daily needs of consumers. But the lockdown saw great impact on
all these retailers who were able to make daily business and kept the economy to move on.
The Government of India placed request for uninterrupted supply of daily essentials to
people. Retail business as a result of which handled the food and daily needs, supermarkets,
medicine and personal care products, convenience stores to serve the people during
pandemic. They also ensured good and safe conditions as customers waited in long lines
with social distancing to satisfy their needs. But the retailers of fashion goods, apparels,
luxury items, home appliances saw a breakdown in the business. Many small and medium
size retailers, shopping malls, branded stores saw a stagnated business. This was due to the
lack of knowledge or facilities on implementation of health and safety measures
appropriately during the initial stages of pandemic. The new normal can only bring in more
foot falls in to the stores by ensuring consumer safety. Thus, the retail sector like any other
field has taken necessary steps efficiently in order to meet and balance the loss of business
which they had faced.

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Source: Secondary: Impact of COVID- 19 on retailing Industry.

Problem Identification
The Covid-19 pandemic has given the biggest blow to the economy across the
globe. Several sectors were affected worldwide. 60% of the world saw lockdown invariably
without even having reported a proper solution in the initial stages of the year 2020. The
express outburst of the coronavirus presents an shocking health crisis that the world is
struggling with. In addition to the human impact, there is also a significant profit-making
impact in business being felt globally.
It was also identified by various studies that as viruses have no borders, and as a
result of which the impacts will continue to spread in long run. According to various studies
globally, 94 percent of the Fortune 1000 are already seeing COVID-19 disruptions. This
case will focus on the changes adopted by business models of the retail industry that were
particularly affected by the pandemic in supermarkets. The food and grocery segment
comes under basic necessity category as a result of which quick actions were taken in major
outlets to attract people promising their safety. Social distancing, use of sanitizers, customer
waiting lines, check outs lines, billing points with digital cash payment modes were
identified and implemented in stores to protect employees as well as customers. Addition
to this, disinfection of shopping carts and individual packaging of various products were
included to prevent infection in response to customer safety. The aim was to induce in-store
customer visits, but the capacity of pre-order systems was too small to achieve the
anticipated outcome.

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Source: Secondary: Digital Commerce 360 Analysis, Department of Commerce Data- Global impact on
retail sales

Impact of COVID-19 in Organized Retailing

The COVID-19 Pandemic had resulted in workplace shut-downs and self-

quarantines in the life of common people. The retail industry faced huge trouble in almost
all segments to ensure safety of employees and customers as well as maintenance of
business activities. Apart from crisis management plans, retailers also started to work on
various boundaries to manage workforce based on the standard SOP. The paradigm shift in
consumer behavior had great impact in retailing segments like fashion, fitness and personal
care, health and pharmaceuticals, entertainment retailing, shopping malls, supermarkets,
food and grocery, consumer electronics as there was a down surge the consumer foot fall
in all areas. The major concern of consumers was the health which brought in a drastic
behavior change in the way they looked in retailing. Consumers started viewing their
favorite brands and products through in a new outlook. The new normal brought in
confidence in the mind of consumers in spite of the fear of pandemic. Online purchase also
started to accelerate in the minds of consumers for all range of products irrespective to their
nature.

The online marketing and e-commerce activities came to boom as the health and
safety issues played a predominant role in consumers mind for purchasing various items
ranging from grocery to household and electronic goods. The work from home culture and
lockdowns had made consumers to rely on e-commerce and retailers’ websites to make
necessary purchases. After the relaxations announced by the government, the physical
stores had their role to ensure good business and consumer safety. This was a great

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challenge to the retailers indeed, where the organized retail sector took immediate actions
to steer through few exceptional situations which rose out of pandemic. Various strategies
which came to reality includes flexible and agile retailing, change in business models to
ensure business continuity, change in supply chain models, build ideas and offers to build
consumer confidence, change in employees functioning methods to cope with pandemic
related issues. In this case analysis, we can find the role played by supermarkets during and
post pandemic, which is the major form of organized retailing. Most of the retailers in
grocery segment faced the challenges in supply chain as consumers were involved in panic
buying which resulted in shortage of stocks. The non-food retailers also felt the impact of
pandemic by feeling the drop in demand which was analyzed through long lead times and
inventory warehousing issues. Many supermarkets followed the SOP to ensure safety of
customers as well as employees. Customers equally welcomed the safety measures taken
care by the supermarket segment.

USAGE OF SAFETY PROTOCOLS IN

SUPERMARKETS DURING COVID-19
PANDEMIC
100
50
RESPONSE ON USE OF
0 SAFETY MEASURES
STRONLY AGREE NEUTRAL DISAGREE STRONLY
AGREE DISAGREE

Source: Primary data

SOCIAL DISTANCING PRACTICE IN ORGANIZED

RETAILING DURING COVID-19 PANDEMIC
80
60
40
RESPONSE ON SOCIAL
20
DISTANCING PRACTICES
0
STRONLY AGREE NEUTRAL DISAGREE STRONLY
AGREE DISAGREE

Source: Primary data

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Recommendations
The Pandemic has changed the way people view their world around. The business sector
and the economy of the nation is also hugely affected and the New normal is trying to
bounce back the situations to be supportive and progressive. We can thus conclude that
retailers are continually updating a new scenario and establish themselves on the market which
ensures customers are safe. The authorities of Government in India have also encouraged businesses
to efficiently work with safety protocols as it would end up with maintaining the welfare of
economy as the whole. It was noticed that the health and safety aspects were predominantly
changing the consumer buying behavior as the result of pandemic. As the shift in the consumer
behavior was viewed by retailing sectors, immediate necessary actions were implemented by the
retailers to ensure continuity in business. We can thus conclude by stating that consumers and
retailers around the nation must be ready to face the pandemic based scenarios even in the near
future and plan accordingly as the health, social, economic impacts of COVID-19 are still uncertain.
For the retailers who were unprepared for shift consumer buying patterns, pandemic has bought
devastating changes in business models and approaches.

References

1. The impact of COVID-19 on organized retailing in India, Dr. Azad Mirza & Ashish Gupta,
Shodhsanchar Bulletin, ISSN : 2229-3620 Volume 10, Issue 19, July- Sept 2020.
2. www.home.kpmg/xx/en/home/insights/2020/03/realities-of-retailing-in-covid-19-
world.html
3. www.timesofindia.indiatimes.com/blogs/voices/the-impact-of-the-global-pandemic-on-
the-retail-industry.
4. www.abeam.com/vn/en/topics/insights/covid19_retail
5. www.oecd.org/coronavirus/policy-responses/covid-19-and-the-retail-sector-impact-and-
policy-responses-371d7599
6. www.businessworld.in/article/Impact-Of-COVID-19-On-Retail-Sector-Key-Learnings-
For-The-Future/21-08-2020-311464
7. www.everythingexperiential.businessworld.in/article/Impact-Of-Covid-On-Retail-
Sector/14-06-2021-393010.

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Healthy Heart Oil: The Phygital Consumer Experience

Manjula Na and Pragha Pa

a
Thiagarajar School of Management, Madurai
Abstract

Healthy Heart Oil is a small and medium enterprise in Southern District of Tamil
Nadu. Their Gingelly oil is processed with good quality and can be used in cooking
process. Mr. Sivachandran & Mr. Suresh are the protagonist of this case. Despite being
the market leader inthe Oil segment, their brand saw a sales dip in the retail stores all of
a sudden, but on the otherhand sales were increasing in the e-tail market and they were
quoting their product price low compared to that of the retail store. There has been a shift
in buying from retail stores to e- tailers and this is due to the price dispersion effect
between retail and e-tail market, leading Loss-Win situation. This case throw dilemma
how brands can retain both retail and e-tail market and efficiently run business process.

Introduction

Mr. Sivachandran, Managing Director and Mr. Suresh, the General Manager of
Modern Trade of Healthy Heart Oil were so much confused, when they received
grievance from their distributors from various places. The grievance was that one of the
leading E-Commerce siteswas selling Healthy Heart Oil product at a price much lesser
compared to that is sold by the retailers.

Background

The company's name Healthy Heart Oil and was a family business for generations
and generations. All these years, the brand’s name has been changed several times since
the familyseparated their shares from the company. And various brands evolved
under the parentcompany. The Healthy Heart Oil company is based out of Southern
district of Tamil Nadu and is located about 60 km from the city of Madurai. With the
legacy of about 43 years of the brandin the industry and they are one of the leading oil
brands in the market. Healthy Heart Oil company, has penetrated into markets such as
Mumbai, Delhi, Bangalore, Andhra Pradesh andhave their footprints in the global market

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from North West Toronto to South East Sydney andare exporting to nearly 38 countries.
The competitors of Healthy Heart Oil are Puvi Cold
Pressed Gingelly Oil, Amazon Brand Vedaka Cold Pressed Sesame Oil, Anjali Cold
Pressed Gingelly Oil.

About the product

Healthy Heart is a sesame oil produced by Healthy Heart group of companies. It

is the most stable edible oils. The aroma of this oil enhances the appeal of food when it
is used in the cooking medium. It is also used as a flavor enhancer. It is rich in vitamin E
and vitamin K. Thisoil provides 17% vitamins for our body for every 100ml. It has the
power to neutralize the heatin our food so we can use it regularly. It reduces our body
heat due to its viscous nature upon rubbing. Healthy Heart oil is highly suitable for deep
frying due to its high smoke points. Customers can also use this gingelly oil to our hair
which makes our soft due to the presence of antioxidants. It also has the ability to remove
toxins from our skin and acts like a cleansingagent. It acts against a shield for our skin
from polluted by environment.

Consumption Pattern of Edible Oils in India

India is a large country, and residents of various of its regions have evolved distinct
preferencesfor specific oils, which are mostly determined by the oils accessible in the
area. People in the South and West, for example, prefer groundnut oil, whilst those in the
East and North prefer mustard. Rapeseed oil is a type of vegetable oil that comes from the
rapeseed Similarly, coconutand sesame oil are popular in some parts of the South. People
in the northern plains are primarily fat consumers, therefore they choose Vanaspati, a
partially hydrogenated edible oil blend made up of oils such as soyabean, sunflower, rice
bran, and cottonseed. In 2019, India imported around 15 million tons of edible oils
worthy of about Rs 7,300 crore, which accounted for 40% of the agricultural imports
bill and 3% of the overall import bill of the Indian country. India’s vegetable
oil consumption has been increasing – and it is expected to increase by a 3% CAGR
and to exceed 34m tonnes by way of 2030, as a base case from 23m tonnes in 2017 (Refer
Exhibit 1). Palm oil (62%) accounted for the majority oftotal imports, followed by soya
oil and sunflower oil (21 per cent and 16 per cent, respectively).According to the Ministry
of Agriculture's 3rd Advance Estimates released on 25.05.2021, India is one of the
world's largest producers of oilseeds, and this sector plays an important role in the

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agricultural economy, accounting for an estimated production of 36.56 million tonnes of

nine cultivated oilseeds during the year 2020-21 (November-October). Oils that were
previously unknown, such as soyabean oil, cottonseed oil, sunflower oil, rice bran oil,
palm oil, and its liquid component, palmolein, have suddenly made their way into the
kitchen. Imports account for around 56% of domestic edible oil demand, with palm
oil / palmolein
accounting for about 54% . Refined palmolein (RBD palmolein) usage, as well as its
mixing with other oils, has skyrocketed in recent years, and it is now widely utilised in
hotels, restaurants, and the manufacture of a wide range of culinary products.

Healthy Heart Oil procure groundnuts from the farmers and focus clearly on the
cleaning of raw materials before they go into the production process. Dust and other
impurities are removed, and half-grown seeds are also filtered and removed and then the
finest of the seeds only are allowed further for the crushing process.

Marketing Strategies

Healthy Heart Oil operated in Madurai and Ramnad districts alone earlier. Then
they decided slowly to penetrate throughout Tamil Nadu. In one of the staff meeting, one
junior staff membersuggested that Tirunelveli had a good potential. He suggested that
they shall do door to door sales by explaining the quality. Once quality is established, for
repurchases the customers used to go and enquire in the nearby outlets. Hence they
assured they can supply stocks to all the retails outlets nearby sampling region. They
covered nearly 25,000 households and they established the quality of their gingelly oil in
the Tirunelveli market. The customers who startedusing their brand did not want to shift
to other brands. Mostly, the brand reached out to peoplewith free samples. Samples of
Healthy Heart Oil were given to doctors, employees of state Bank, employees of LIC of
India in Chennai. This was to enhance the cross selling of groundnutoil over gingelly or
sesame oil. There is a research which says that consumers who consumer refined oil
mostly face knee and joint pains. Today the elderly people who consumed groundnutand
Gingelly oil were able to remain strong and the youngsters who are consuming refined
oilare facing lot of health issues today.

Branding Strategies

The television was also born when Healthy Heart Oil was born. 1987 January 14th

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first time television was telecasted in Tamil language. In those days we had a television
commercial released on the same day. Hence due to such advertisements Healthy Heart
Oil brand’s visibility was huge and saw the growth. There was not much of competition
too at that point of time, but they made sure the brand reaches large audience through
mass media.

Recently, Healthy Heart Oil has done a huge promotion in Chennai for nearly one
lakh customers. They have given half a litre oil free. They have run this scheme for the
customers who come to retail shops to procure their monthly grocery. If a customer buys
product above a
certain bill value (Rs.500 and above) from that Kirana store half a litre Mantra was given
free. In this promo the retailer and the consumers were very happy. The company’s
expense was 80lakhs, but it gave them a good edge of building brand awareness for my
brand. They did not waste money in advertisement or brochures but gave their product
as a sample and the conversions were better. This not only benefits the brand by itself
but also the supermarket where the customers are influenced to shop for the amount that
is mentioned for by the store for the add-ons given on the shopping bills. Also, nowadays
the supermarkets to increase the sales of a particular brand there are asking the brands by
themselves to give them a promoter. These promoters play a major role in supermarkets
where when a customer comes for shoppingto buy oil without mentioning the brand, then
the promoter brings the Healthy Heart Oil brandand suggests it to buy. This has seen a
good increase in the sales of the brands. Also, recently for Diwali, they supplied Healthy
Heart Oil 100 ml packets along with the Deepams and sweetsby the Murugan bhavan.
Initially when there was a discussion on this, there was a confusion ifthe company should
do this. But then it went for a nod by the MD, since the 10,000 orders would reach 10,000
families. Each family on an average if has 4 people, the awareness of the brand would be
40,000. On this, there would be no need of any spending on extra promotion for the
brand.

Role of Super Markets

There are two types of supermarkets - traditional market and hyper market. The
hyper markets include E-tailers and Modern Trade. The modern trade are those
supermarkets whose floor space is large like Reliance, D-Mart, More etc. And e-tailers
includes Amazon, Flipkart, Udaanetc. In recent days there has been found that there is a

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40% increase in sales through modern trade modern trade and e-tailers. The E-tailers
sales was high only during the pandemic due tothe lockdown and fear of the spread of
disease. While on the other normal days the modern trade takes an upper hand because
during weekends the culture of the Indian family has been that they wanted to go
shopping with the family and they wanted to pick up the products withtheir own touch
and this when the modern trade has been a larger space where is various products are
available then the sales take a pick.

There is a normal perception among distributors that these modern trade

supermarkets have a longer credit period, but the reality is different. When there is a
personal touch between the marketing manager and the purchase Manager of the store,
then the credit period can be adjusted to a maximum of 7 to 10 days, where the distributor
is also benefited. In case, if the supermarkets are demanding higher number of credit
days, then the distributors can adjust the
margin based on that. For instance, Rs.30 margin can be given to a store, who gives seven
dayscredit period, while in the case of another store who extends the credit period to 15
days can be given a margin of Rs.20 to Rs.25, where the margin can be varied by the
distributor according to the credit period width days. This margin has a direct impact on
the final selling price of the end user. A person whose credit period is less has a greater
margin and he might quote selling price is much lesser than a store whose credit period
is long, and the margin is comparatively less. Also, the distributors can take an upper
hand on deciding the credit period,when they do not receive the pending bill and when it
is beyond their respective credit days mentioned by the respective stores, then they can
put on hold the upcoming purchase orders until they receive amount for the previous
pending bill.

The Supermarkets divide the brands into - commercial heads and non-commercial
heads. Commercial heads are those products where once when they are kept in the shelf
they get immediately sold on full. For these kinds of products, the credit period is 7 to 14
days, while that of non-commercial heads has the products that stay on for a longer period
of time, which may be 4 to 6 months. Hence, the credit periods for these products are
two to three months. Since the Healthy Heart Oil focused on branding since the initial
days, they are always in the commercial heads. And the movement of their product from
shelf is always rapid and hence the distributors receive their credits in 7 days period.

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The E-tailer’s sales were high only during the pandemic due to the lockdown.
While on the other normal days the modern trade takes an upper hand in sales because
during weekends theculture of the Indian family has been that they wanted to go shopping
with the family and theywanted to pick up the products with their own touch and if it is
especially when a super-marketwith a large space where a variety of products and brands
are available, the sales take a pick.

Problem
Like every other industry, the oil industry was also seriously affected amid this
pandemic. Especially the retailers and distributors were affected since the retail stores
had to close amid the pandemic and lockdown. And this was the opportunity for the e-
tailers to acquire more customers. The customer shifted their purchasing pattern from
retail stores to e-tailing. Also, the price quoted by them, seemed to be much less than
compared to that of the retail stores. With the effect of this even after the relaxation in
lockdown and opening of retail stores the customer started to prefer e-tailing to rather
than retail stores.
The Healthy Hand Oil planned to have a virtual meet with the distributors and few
selected retailers regarding the grievance they received. The price dispersion between
retailers and e- tailers were high. The consumers preferred to choose e-tailers over
retailers due to low pricingin e-tail sites. This affected the business growth of the retailers
even after the lockdown restrictions were removed. Hence, t the following questions were
raised in the discussion.

1. During the Pre-Covid era, did the penetration of E-tailers affect consumer
purchasebehavior? Justify.
2. How do you think price dispersion would have an impact on the business
growth ofHealthy Heart Oil in online and offline channels?
3. Explain the post pandemic phygital experience of the consumers.

Proposed Solution

The average life-time period for oil is 6 months. One particular distributor was not
able to sell his stock to the retailers during that particular time between August and
December. He had only two months of time of left for the expiry of the product he owned.
So, he decided to sell the products at a price lesser than that he gives to the retailers. Where

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he would forgo only 10%of loss instead of a 100% loss. Thus, the e-tailer was ready to
accept it, where-by he would sellthe product with 3% margin and hence there was a price
dispersion in the market. On hearing this, the distributors found out the strategy behind
the low price by the e-tailers and had the following questions in their discussion.

1. During the Pre-Covid era, did the penetration of E-tailers affect consumer
purchase behaviour? Justify.

No, During the Pre-Covid era, individuals were not much inclined toward e-tailing
due to the prevalence of retail stores. It is always in the human mind that products have
to be brought after the physical touch and experience which is known as the tactile touch.
The tactile touch is an important factor for choosing a product. The tactile evaluation acts
as a peripheral cue inthe decision-making process by making them connect to the product
both physically and emotionally and reduces the chance of switching to another brand.
Hence, individuals always have the feeling of ‘‘Need To Touch’’ the products while they
do shopping (Peck & Childers,2003). Though e-tailers were in the market in Pre-Covid,
the selling in e-tailing did not seem to overtake the selling in retail stores because
individuals were not under any constraint to choose e-tailing unlike during the pandemic.
According to the Status Quo Bias (SQB) theory, individuals have an intention to
continue withthe incumbent system. Individuals have the tendency to assume that the
losses are high when there is a shift to new system compared to the gains from the new
system (Kahneman & Tversky, 1979). The users might perceive that switching their
buying behaviour from retails shops to e-tailing might incur them a huge loss, though the
loss might be very small in actual, making them to continue to purchase from retails
shops. Social norms contribute to this behaviour of choosing the incumbent system
(Samuelson & Zeckhauser, 1988) where if theirpeer group motivates them to use retail
shopping , then the customers prefer to continue than to switch to e-tailing . Security risk
which includes personal details is a concern for individualswho shop through e-tailing due
to the fear of hacking their personal details. Also, the switchingcost which refers to the
cost that the individuals might bear, when they shift their purchase from the incumbent
system to the new system, should be low. If the switching cost is high, theindividuals will
be reluctant to switch to e-tailing (Refer Figure 1).

Hence, due to the above-mentioned factors, the selling in e-tailing did not seem to
overtake theselling in retail stores during the Pre-Covid.

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2. How do you think price dispersion would have an impact on the business growth
of Healthy Heart Oil in online and offline channels?

Reference pricing is the comparison of prices of different products under same

category beforethey actually buy the product. It is of two types- Internal reference pricing
is when the individuals compare the price of the product with that, they bought the
previous time and the External reference pricing refers to which the individuals compare
the products of various brands under the same category. After this comparison on various
products and brands, the customer decides on the purchase of the product. The
comparison of price may be difficult in offline than in online, since the information is
readily available in the digital space. Hence, price dispersion can be easily calculated in
e-tailing.

Price dispersion is the variation in the price of a homogenous product possessing

same characteristics across the sellers. The factors affecting price dispersion include
seller’s integrity, geographical area, service quality etc. Price dispersion is narrower in e-
tailing, while broader in retailing. This is because of a wider consumer market in e-
commerce and less location facility.
• Seller’s integrity, which includes the Goodwill of a brand affects the price of the
Oil product when the seller’s integrity is high then the brand can price the product
at a higher price compared to its competitor. The higher the price it may imply
that the quality of the product is also high.
• Location includes where the oil product is being sold, if it is in a Tier 1, Tier 2 or
Tier 3 cities. Also, the travelling and other miscellaneous expenses of the retail
stores contributes to the selling price of the retailer.
• Service quality extended by the seller contributes to the price dispersion. Higher
the service quality, maximum is the price quoted by the seller, since the he would
have a upper hand to price the product.

Though price dispersion in e-tailing prevails, according to the Decision theory under
uncertainty a buyer will be ready to pay maximum in exchange for the product he
receives (Miller, 2011). Hence, in e-tailing not only price plays an important role but also
the reviews and descriptions of the product should be available for the user to perceive
that the product they buy is worthy of the money they pay. Also, personal experience,
which is lost through digital mode, has to be satisfied.

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3. Explain the post pandemic phygital experience of the consumers.

The Covid-19 pandemic has switched the customer behaviour from offline purchase to
online since the pandemic has led to the closure of retail stores and has led to the
scrambling of retailstore owners. The customers were compelled to spend a lot of time
inside home, leading themto be more focused on electronic devices especially with use of
e-shopping.

The Theory of Planned Behaviour (TPB) is derived from the Theory of Reasoned Action
in 1980 to predict an individual's intention to engage in a behaviour and states that
behavioural achievement is affected by motivation and ability (Refer Figure 2). It
distinguishes between three types of beliefs - behavioural, normative, and control and is
comprised of six constructs:

1. Attitudes includes favorable or unfavorable interest towards usage of e-tailing. The

pandemic has made the individuals to change the unfavourable attitude to favorable
dueto intensive use of mobile phones.
2. Behavioural intention refers to the underlying factors to use e-retailing, where higher
the intention high the behavioural adaption. The factors affecting behavioural
intention includes reduced operational expenses, where the individuals can order
products from the place where they are in. people have a broad range of buyer
options in e-tailing.
3. Subjective norms – It refers to the acceptance or rejection of a certain behaviour from
its social group. The adoption of E-tailing seems to be acceptable by a large group
of people since everyone has adapted to use mobile devices which influences them to
shopin e-commerce.
4. Social norms - This refers to the perceived behavioural expectations which includes
peer group expectations. If the peer group perceives that adopting e-tail switch
benefits,then there is higher chance of user switch.
5. Perceived power – These are the factors which may motivate or impede the behaviour
of customer switching from offline to e-tail markets. Switching cost, cognitive loss
of aversion may impede the users from switching from offline buying to online.
6. Perceived behavioural control includes an individual’s perception of the ease or
difficulty of performing the behaviour of interest. The individual’s may perceive the
switch their shopping behaviours from retail to e-tail at ease or difficult. It depends

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onthe individual’s expertise in technology.

Thus, it can be inferred that an individual who has a higher motivation and ability,
engages in switching of behaviour from retail store purchase to e-tail (Refer Figure 3),
under the influenceof various factors as mentioned above.

Recommendations

The factors which inhibits the user switch such as switching cost, cognitive loss
of misperception, social norms and convenience can be overtaken and make the consumer
switchpossible helping them move from providing only tactile experience to phygital
experience by helping them with Augmented Reality and Virtual Reality experience and
make the shopping easier by providing customers with additional services which
increases the motivation of the consumers, and makes the consumers buy their product.

Reference

1. Kahneman, D., & Tversky, A. (1979). On the interpretation of intuitive probability: A

reply
2. to Jonathan Cohen. Cognition, 7(4), 409–411.
3. Miller, M. C. (2011). Peirce’s conception of habit. In Peirce’s Doctrine of Signs
(pp. 71–78).
4. Peck, J., & Childers, T. L. (2003). Individual Differences in Haptic Information
Processing:The “Need for Touch” Scale. Journal of Consumer Research, 30(3),
430–442.
5. Samuelson, W., & Zeckhauser, R. (1988). Status quo bias in decision making. Journal
of Riskand Uncertainty, 1, 7–59

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Exhibits:

Tables
(Quantity in lakh Tons)

Net availability of edible

Oil Year Production of Total Availability
oils from all domestic
(Nov.- Oct.) Oilseeds* Imports** of Edible Oils
sources
2010-11 324.79 97.82 72.42 170.24
2011-12 297.98 89.57 99.43 189.00
2012-13 309.43 92.19 106.05 198.24
2013-14 328.79 100.80 109.76 210.56
2014-15 266.75 89.78 127.31 217.09
2015-16 252.50 86.30 148.50 234.80
2016-17 312.76 100.99 153.17 254.16
2017-18 314.59 103.80 145.92 249.72
2018-19 315.22 103.52 155.70 259.22
2019-20 332.19 106.55 134.16 240.71
74.40 (Nov-
2020-21# 365.65 113.09 -
May 21)
* Ministry of Agriculture

** Directorate General of Commercial Intelligence & Statistics (Ministry of

Commerce)# Based on 3rd Advance Estimates (declared by Ministry of
Agriculture on 25.05.2021).

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Figure 1: Status Quo Bias (Proposed model of the study (Source: Adapted from
(Samuelson& Zeckhauser, 1988))

Figure 2: Theory of Planned Behaviour

Figure 3: Growth of Retail E-

Commerce

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An Evidence for E- Waste Management is “RIGHT TO REPAIR”

Movement: A Multiple Case Study of “R to R” FROM US, UK & EU

R Logeswaria*, KR Kolammala,
a
Assistant Professor, School of Management, DDGD Vaishnav College

Abstract

The average consumer ready to upgrades versions of smartphones, laptops and wearable
devices which is being released by manufactures every few years. But what happens if the
devices slows downs to a point or something goes wrong with pricier gadget brought by
the consumers with a short period of lifespan. Most of the electronics and electrical
manufacturing companies work on the concept of “planned obsolescence”. These
manufacturers plan for obsolescence, which makes a product undesirable, useless and
unwanted by consumer. This case study is designed to map what if consumer neglect repair
and environmental caution. By collecting multiple case study trying to find out the best
practices companies implement to support the repair coalition along with the consumes.

Keywords: Right to Repair, E Waste, Product longevity, Environmental issues and Planned
obsolescence.

Introduction

Generally in recent years the life of gadgets or appliances ( electric and electronic)
have reduced this is due to fragile and irreparable components, this lead to consumption of
product more by consumer. The ultimate result of increased consumption by consumers led
to increases in resource consumption and increase in dispose of waste. Callile W Babbit
say that over the year 1985−2000, computer working duration(Use to “ dumping”)
decreased gradually from a mean of 10.7 years in 1985 to 5.5 years in 2000. The Product
longevity of becoming obsolete.

Consumers habitually expend massive sum of money on appliances, gadgets and

devices the reality is at times it is found that all those expensive items are becoming
obsolescent within a few years after procurement. For instance, a smartphone’s battery is
likely to worsen over time and hold back the device’s working condition. Those smartphone
battery is not repairable, the consumer is compelled to chuck the device and pay thousands
of rupees on a new smartphones.

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Background

United States

As of 2021, more than 32 U.S. states have recommended legislations to the right-
to-repair act, whereas only the state of Massachusetts has conceded a law. In 2012 The
Motor Vehicles Owners’ passed a Right to Repair Act which enforces all automobile
manufacturers to furnish mandatory papers to permit third-party operators or mechanics to
repair their motor vehicles. The aim for this movement originated in the USA where
the Motor Vehicle Owners’ Right to Repair Act, 2012 required the manufacturers to
provide the necessary documents and information to allow anyone to repair their
vehicles. This movement has its foundations in the origin of the computer era. This
movement discusses that these huge electronic producers and industrialists are uplifting a
business culture called as ‘Planned obsolescence’. The intention of this planned
obsolescence system is to make any gadget, device or product components unavailable or
incompatible with the existing one. These producers are making each and every consumer
to purchase again and again in short span. This lead to a mindset among consumers that
products has to be mandatorily replace at particular period.

United Kingdom

The Right To Repair law in U.K enforced effect from July 1 2021, and it
necessitates electronic producers to offer consumers to get component items and spare part.
And also make complex parts accessible in specialized or certified fix-it shops. On the day
12th June 2020, Department for Business, Energy and Industrial Strategy (BEIS)
announced a call for proof on the UK’s eco-design and energy labelling guidelines and
rules. Precisely, how these rules could accomplish enormous carbon savings in order to
balance out their own carbon footprints and reinforce the UK’s conversion to carbon neutral
by 2050. A major involvement of the Eco-design for Energy-Related Products Regulations
and Information 2021 is to slash the volume of electrical waste the UK generates each year
and safeguard the environment. However, the Code of practice also focuses on “right to
repair” which states the requirement for certain household goods. Smartphones endure
eliminated from this set of laws. Also, manufactures are entailed to make available difficult
components to the certified repair shops. This law gives a 2 year to come into fulfilment
for manufacture as grace period. The Regulations directs to all products purchased from 1st
July 2021, but producers have a downtime of up to 2 years to produce spare parts and make

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it available in the market. This is a 2-year space for any producers or industrialist to
improve or change whatever is necessary for them to completely accept by these
regulations. Their policies and idea is to tighten the standards of products which will
guarantee more of their country electrical products can be set or repaired rather than t
chuck on the scrap pile, plunking more put money on, in the pockets of consumers. The
establishment of right-to-repair law has been done for the prime objective of making the
purchase of products which has the prescribed standard and the repairs parts easy enough
for the buyer. They aim to extend its lifespan up to 10 years and protecting the
environment.

European Union

The right to repair laws in Europe enforces the manufacturers to certify that all
electronic goods can be repaired for up to a span period. This was announced by European
Commission's strategic document with an idea of saving consumers amount and enabling
the progress of economy. This was done by voting in favour of confirming a more in-depth
and effectual right to repair . The European Commission aim on cutting electrical waste
caused and have been on a rise in the region from the industry. In 2020 the special
Eurobarometer conducted a survey among European citizens to find out consumers
behaviour and their attitudes to repair in which , it was reported that 31 % of respondent
repair a product rather than replacing. In this study five different types of products were
taken into account ( Figure 2) .The study focused on why consumers preferred not to repair
their product. The primary reason for keeping away repair of the four electronic and electric
products was the repair cost. Moreover the opinion of consumers would be choosing a new
product, or they felt product being out of fashion, was repeatedly mentioned for products,
finally consumer agreed on repair being impossible. Some consumers accepted that they
did not know where to find repairable items or how to repair products (Figure 1). The
following survey and report form European Environment Agency (EEA) reveals that if
precipitate obsolescence is purposeful this is called planned obsolescence.

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Everything started in the year 2010, the trend of making repairs to products or
devices blowout from the East into Europe. The European Parliament during the month of
July 2017 sanctioned proposals regarding the consumers have the right to repair their
electric and electronics products. The power to repair devices not only addresses consumer
remedies it will also look in as a means to decrease E waste to the environment. The
Commission initiated by empowering consumer for green transition which was originally
announced in 2021. The right-to-repair pays attention by contenting consumer groups and
manufacturers in Europe and advocating easier repair. This should provide consumers with
consistent and required information on device or product stability, durability, availability
of repair services reparability instructions or manual , spare components ,software updates
related to the products. The EU passed Taxonomy Regulation which considers environment
sustainable by laying precise rules by the end of 2022. The Commission has been in favour
of highlighting and improving consumer Right to Repair, this resolution includes number
of distinct plans to make repairs systematic.

Problem

Consumers junk a product if their product are broken. They neglect to repair the
inoperative parts on their product or they are forced to replace the product. India's
electronic and electric waste has increased nearly 43 per cent between 2018 and 2020.
Another raisins issue is that all these E waste is building pressure on the environment
because of bring thousands of gadgets after every certain period in all products leads to
wastage of natural resources. When an electronic or electric product is manufactured it is
highly polluting process. Many consumers are not aware of repair information or do not

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know how to and where to find repair spare part. A report by global consultancy Deloitte
quoted that India is likely to be world’s largest consumer market by 2030. These poor
consumers are push in the planned obsolescence structured by giant manufactures.

Proposed Solution

Lifespan or longevity of product is a essential variable in knowing the

environmental collisions. Right to repair regulation is a movement by advocates against the
giant manufactures to provide the necessary information that allows any consumer to repair
their own products with hassle free . Companies like Apple, Google, Microsoft for example
, keep the minor of the defects part or spare parts to themselves and generate a condition
of monopoly in the market. This swamps the business of the small repair shops or workers
thereby it is also affecting economies. From consumer point of view these repairs cost is a
lot which leads them to ultimately pull out from repairing and forced to choose replace of
products. Also, these industrialist produces such products that are short life time and reigns
the consumer to change the product very soon which in return leads more of e-waste.
Taking this in consideration the moment Right to Repair should be legalized in India for
major products which is manufactured and sold in India. This rules and regulations aim to
empower the rescue and/or reuse of useful stuff from e-waste, thereby slashing the
dangerous wastes predetermine for disposal and to guarantee an environmentally sound
management.

Recommendations

The right to repair movement will help boost business for small repair shops, which
are an important part of local economies. Help to reduce the vast mountain of electrical
waste (e-waste) that piles up each year on the continent, will save consumers’ money, will
contribute to circular economy objectives by increasing the product life time ,
maintenance/repair , re-use, , recyclability and waste handling of products. The goal of the
movement is to get companies to make spare parts, tools and information on how to repair
devices available to customers and repair shops to increase the longevity of products and
to keep them from ending up in landfills.

References and Exhibits

1. The right to repair movement: https://www.business-standard.com/podcast/current-

affairs/the-right-to-repair-movement-122011800047_1.html

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2. Explained | Right To Repair movement and how Big Tech is reacting to it : July 21,
2021.https://www.thehindu.com/sci-tech/technology/right-to-repair-movement-
explained/article35440170.ece
3. Right to Repair Regulations, House of Common Library 24th September 2021.
https://researchbriefings.files.parliament.uk/documents/CBP-9302/CBP-9302.pdf
4. Right to repair, European parliament Briefing:
https://www.europarl.europa.eu/RegData/etudes/BRIE/2022/698869/EPRS_BRI(2022)
698869_EN.pdf
5. E-waste: A Growing Problem: https://www.businesstoday.in/zero-carbon-
challenge/story/e-waste-a-growing-problem-295647-2021-05-12
6. Evolution of Product Lifespan and Implications for Environmental Assessment and
Management: A Case Study of Personal Computers in Higher Education- Callie W.
Babbitt: https://pubs.acs.org/doi/full/10.1021/es803568p
7. Indian consumer Market : https://www.ibef.org/pages/36309
8. Biodiversity & Environment: Right to Repair Movement:
https://www.drishtiias.com/daily-updates/daily-news-analysis/right-to-repair-
movement-1

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Daddy Annamalai: The Rise and Fall

Manjula Na*, Bharani Vijayakumarb, Hareesh Chandar VJb, Vignesh Tb, Afsal Sameer Ab
Associate Professor, Thiagarajar School of Management, Madurai

PGDM Student, Thiagarajar School of Management, Madurai

Abstract

The evening of 22nd February 2021 was a gloomy moment for Daddy Annamalai andhis
son Aadhi, the founders of “Daddy Annamalai Samayal Restaurant”. Aadhi was browsing
through the Google reviews for his restaurant and the comment section of his YouTube
channel “Annamalai Food Factory” which was developed in the year 2014. Aadhi noticed
thattheir restaurant business was not meeting out the expected results as they intended. He
sensedhuge challenges way forward in the sustainability of the business. Mr. Aadhi was
analyzing the reviews of his restaurant and found that the ratings werebiased. At first, the
reviews were quite good because of the hype which was created by the fame of his YouTube
channel. But later the ratings became poor because of the dissatisfactioncreated among the
customers.

Introduction

Mr. Annamalai was born on October 1954, at Madurai district, Bodinayakanur. He was
trained as a cook at the age of 12 by Ms. Subbu for 3 years, a chief cook in the house of
S.M. Savde Muthaiyar who was a vice chairman of Bodinayakanur. Then he worked with
A. Karunanidhi who was into the film industry and the proprietor of a restaurant called
“Hotel Mamiyar” in Mambalam, Pondy bazaar, T. Nagar. He also entered the brass, copper,
steel, textile business and travelled to a lot of the Indian states that made him learn 16
languages in total. He did a course exclusively for Broiler Chicken at Madurai Agriculture
University, Oththakadai in the year 1979. He got a clear view of poultry farming and he had
a farm of 5000chickens. At the age of 36, he got married and gave birth to 3 children. The
first among them was Mr. Aadhi, the Admin of “Annamalai Food Factory” YouTube
channel.

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Background

Daddy Annamalai as YouTuber

It all started in the year 2014, when they started the YouTube channel “Annamalai Food
Factory” and all the basement and foundation work for this channel were done by his son
Mr. Aadhi. His son realized and believed that his Daddy’s cooking techniques and
mannerisms were a king-sized content. At first, they uploaded 10 - 15 videos in a quick
span of time and each video garnered 2000 - 3000 views. Suddenly some videos garnered
2 lakh views in a very short span of time. By the time they realized that this is going to be
the turningpoint in their YouTube plunge, all their videos started going so viral that Mr.
Annamalai became a human brand as “Daddy Annamalai”.
Seeing this, Top Indian Southern television channels like Sun television, Vijaytelevision
and Zee Tamil television channels came forward to broadcast the live cooking of Daddy
Annamalai. Out of these channels, Mr. Aadhi agreed to SUN TV and gave them the rights
at a minimal cost as he wanted more branding rather than revenue out of thisbroadcasting
tenure. According to his vision and likeliness regarding this broadcasting tenure,
broadcaster’s made Daddy Annamalai as a brand and it emerged their YouTube channel to
reach new heights that within a short period of time, by the year 2016, their YouTube
channelpocketed their first 1 million view video.

Venturing into the restaurant industry

At the time of COVID-19 Pandemic, when many businesses were facing a downfall, Mr.Aadhi
was unique enough to start a restaurant business. Also, their YouTube channel was facing
a very stiff competition from their counterparts, they wanted a “move on” from the
YouTube field. So, they invested their YouTube revenue in building a restaurant to
socializeand capitalize on the personal branding which has been already built. Additionally,
a push from Mr. Ramanan, a friend of Mr. Aadhi from Malaysia urged him to partner with
him as heowns a building in Madurai. Mr. Ramanan had let out this building on lease to a
restauranteur.But due to the pandemic, they were unable to run it. He expressed his interest
to continue thatrestaurant business again by joining hands with Mr. Annamalai and Mr.
Aadhi. The buildingwas in the heart of the city, and they had a good internal ambience
with seating capacity of

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30. The fame that was gained from the YouTube channel reinforced the confidence of trio
toventure into the restaurant business. So, they started with strong foundation of fame and
a basic agenda of never compromising in the quality of food which they offered (refer
Exhibit 2 and 3).
As decided, their quality agenda was evident in their decision of procurement. They only
bought country chickens and their eggs which was healthier than broiler chicken. The oil
which they planned for cooking was groundnut oil, coconut oil and gingelly oil as these
three play a crucial role in bringing down the LDL (Low Density Lipoprotein or Bad
Cholesterol) content in the food and subsequently making the food healthy. Mr. Aadhi
researched these

healthy food techniques and subsequently made these as the USPs (Unique Selling
Propositions) of their restaurant.
Quality Checking and Supply Chain Management

For the supply chain management, they kept a quality manager who takes care of the
procurement and quality checking process which began with the crucial HALAL process.
Secondly, the quality manager checks for the color of the meat too. Only pinkish color
meat was approved for cooking. If these expected qualities were not met, then the meat
would be returned to the supplier. By this, they succeeded in eliminating 90% of the quality
issues that are faced in meat. High level training was needed for such peculiar
measurements that they follow in every dish. They used zeera samba rice to cook biryani
as this rice variety was easyfor digestion and was perfectly suitable for the human body in
the existing geographical conditions whereas they perceived basmati rice to be unhealthy.
Hence, by adhering to the quality purchase of the raw materials they wanted to meet out the
customer expectations (refer exhibit 5). They also planned to have a centralized kitchen
which is completely digitalized for measuring ingredients accurately which brings
consistency in taste. On the other side, the kitchen would have traditional cooking method,
for example, mud utensils etc. They had 2 masters for biryani and 2 masters for side dishes.
There were exclusively 2 masters to measurethe ingredients accurately who were trained for
5 months before getting into the actual job.

The Starting Days of Daddy Annamalai Samayal Restaurant

Customers heard about “Daddy Annamalai Samayal Restaurant” going viral on the social
media and had high brand associations with their YouTube channel. Following the greathype

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they walked into the restaurant with high expectations for the taste, quantity, and other
attractive attributes. In the initial days, customers felt satisfied with the mirage effect
createdby their YouTube videos. This made them to give positive reviews for the restaurant
(refer exhibit 1). Seeing this, many started visiting the restaurant and their business seemed
to be onthe right track.

Problem

But soon, they started facing many management issues as they couldn’t gaugecustomer
walk-ins per day and as a result, they had to face shortages of food. People waited in long
queues for long hours. Obviously, people who came with high expectations and dreams of
owning the joyful food experience, found it disappointing when they witnessed such
mismanagement from the restaurant.
The Beginning of the End: Service Deterioration

To resolve the crowd management issue, they opened 4 branches in and aroundMadurai.
Once they resolved this issue, customers started showing dissatisfaction in many ways
unexpectedly. The major reason for the disappointment was the less quantity of the food in
thename of high quality. But the customers neither found the good quality and taste nor the
quantitythey served was appreciable. One of the major standpoints for this disappointment
was the picturesque that was developed in the customer’s mind while seeing their YouTube
channel videos which depicted high quality, quantity, taste etc. But none of these attributes
were on execution when they entered the restaurant. The parking facility was not enough,
and customershad to park the vehicle at one place and walk few meters. As mentioned
earlier, the mirage effect brought by the hype created by their YouTube channel videos
garnered many biased positive ratings. Now, this dissatisfaction led the customers to post
negative reviews and ratings(refer exhibit 4). Very soon Mr. Aadhi found that their fame was
dwindling down. In social media,negative word of mouth started spreading like fire. Now the
question arises regarding how DaddyAnnamalai Samayal Restaurant positioned themselves
and what went wrong? What could be reasons for the perception gap created in the expected
and actual quality? What kind of negativereviews are Daddy Annamalai receiving and how
do you think can they handle this on growingnegative reviews?

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Proposed Solution

1. What went wrong in positioning “The Daddy Annamalai Samayal Restaurant”

amongthe consumers?

Daddy Annamalai when associated with “Annamalai Food Factory YouTube channel” was
positioned around the peripheral cues due to which evolved as a human brand but later
when his name was used in the restaurant business the business model demanded a different
positioning strategy focusing on the central cues with special reference to the Elaboration
Likelihood model (ELM Theory) which is a theory of persuasion that proposes people can
be persuaded in one of two ways. ELM theory was developed by Richard E. Petty and John
Cacioppo in 1980. Here elaboration refers to how much conscious thought you put into
deciding. High elaboration means weighing up information carefully before making your
decision. Low elaboration means investing little conscious thinking time into making your
decision. The three factors that determines the elaboration to be high is motivation, ability,
andopportunity. There are two routes of processing, one is the central route processing
which involves careful evaluation of decision from the available information sources. In
this case, Annamalai food factory YouTube channel created and telecasted the food
cooking videos. Based on the quantity they cook, the way they projected themselves, their
aggressive positive communication created a huge expectation among consumer base while
they came up with Daddy Annamalai Samayal Restaurant. In contrast to their expectation,
the food offered in therestaurant were very less in quantity, high price, and other availing
services. As per the centralroute theory, the evaluation of decision became wrong when the
consumers perceived Daddy Annamalai Samayal Restaurant based on the information
given in their own YouTube channelcalled Annamalai food factory

The peripheral route processing is the decision which is made without investing any real
thinking time. These are usually the temporary set of information which relates with the
recentbuzz and trends. In this case, Daddy Annamalai’s aggressive communication process
created afalse hope among the consumers when the expectations were not met, and this kind
of strategywill be only a short-term memory for the consumers. Hence there is no proper
alignment between the central and peripheral route. Thus, to conclude, the central route
and peripheral route of processing should go hand in hand, so both should be done and
handled in a balancedway by daddy Annamalai restaurant to have a strong communication

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strategy in place for theirtarget customers.

Central and Peripheral Framework for daddy Annamalai Samayal Restaurant

2. What could be reasons for the perception gap created in the expected and
actual quality?

The quality of the restaurant always has a huge impact on the satisfaction of their
customers. The Restaurant Quality of a Restaurant comprises of 11 Dimensions which
a customer will evaluate from his side. They are as follows.

Assurance: The assurance of the service provided by the restaurant is measured with

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the attributes like the Courtesy, Credibility and Security towards the customers.

Menu: The presentation of the menu card plays an important role in showing the
transparency of the restaurant. This can be measured with the attributes like the
Presentation of the Menu, Variety of the Items, and the Knowledge of the Menu items.

External Environment: The Location of the Restaurant, Accessibility for the People,
Opening Hours, Parking Lots are the attributes used to measure the External
Environment of the Restaurant.

Accuracy: The accuracy of the service is measured with the serving of the same quality
of food as promised, enough quantity of food and the same food as ordered.

Food quality: The quality of the food is measured with the following attributes like
Taste, Quality and Freshness of the food.

Responsiveness: The responsiveness can be measured with the help and quick service
from the servers and the employees.

Hygiene Quality: The Hygiene of the restaurant can be measured from the Clean
Dining Area and Cleanliness of the staffs.

Interior Design: The Interior Design comprises of several attributes to measure like
the Size and Ventilation of the Restaurant, Table Layout, Furniture Design, Comfort of
the Furniture.

Halal Quality: The Halal Quality has predominantly emerged as a demand for all
customers because of its scientific process beyond the belief in certain religious culture.
So, the Halal Status is also considered as a measuring attribute for the Restaurant
Quality.

Atmospheric Quality: The Ambience of the Restaurant is added to the attributes for
measuring the Restaurant Quality.
Price: The Pricing methods are measured with the attributes like Emotional Price,
Monetary Price and Behavioural Price for the Restaurant Quality.

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On analysing the performance of Daddy Annamalai Samayal, the service almost covers
mostof the attributes in satisfying the customers.

The Food Quality has the strongest effect on the customer satisfaction with respect
tothe service offered by Daddy Annamalai Samayal Restaurant. Followed by the Food
Quality,
Hygiene Quality, Halal Quality, Interior Design, Atmospheric Quality, External
Environmentand Assurance boosts the satisfaction level of the customers.

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On the other hand, Daddy Annamalai has some gaps on few attributes. The Price
and the Accuracy of the food has a strong negative effect on the satisfactory level of the
customer.Imposing high prices over the foods and lesser quantity of food served for the
price when compared to their rivalries creates a sense of paying more than they planned and
it continuously defames the popularity of the restaurant through Word of Mouth and
Reviews. Followed by these attributes, the unavailability of Menu card makes the
customers to feel like losing the decision-making power on their preference of food and it
highly dissatisfies the customers. Along with the menu card, the Poor Responsiveness and
the Careless Attitude of the employeesseems to be an additional attribute for dissatisfying
the customers.

In connection to this, A Service Quality Gap Model can be used as a tool for locating
the exact gap in the process of Daddy Annamalai Samayal.

Based on the Service Quality Gap Model, Daddy Annamalai Samayal fails to fulfil the
Understanding Gap and Perception Gap which in turn creates a dissatisfaction level among
thecustomers. In case of a restaurant, Pricing methods have to be framed by understanding
the socio-economic culture of the population in the city. Fixing high price and providing
minimal quantity of food will not be enjoyed by the customers. In a Tier III city like

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Madurai, fixing anelite price for all group of customers is not a good decision. At the same
time, a restaurant without Menu Card creates a sense of domination in the perception of
customer towards the waiter. In such scenarios, Daddy Annamalai Samayal Restaurant fails
to understand the pulse of the customers which results a huge gap between the perceived
quality and the actual quality.

3. What kind of negative reviews are Daddy Annamalai receiving and how do you
thinkcan they handle this on growing negative reviews?

The list of negative reviews on Daddy Annamalai restaurant,

• Lack of responsiveness with customers

• Lack of affordability in terms of price

• Lack of quantity even it is high priced

• Lack of transparency

Customer experience management is the collection of process in which a company use

to track and organize every interaction between and within a customer in the organization
throughout the customer lifecycle. The Millennials expect their brands to know completely
about them and use the information to make the entire experience quick, fast, convenient,
customized, and personalised. They look for a superior customer experience for every
product and service they use. The millennials go for several touchpoints before getting
satisfied in on that one perfect product. The good part is that millennials do not discriminate
between online and offline (physical) shopping. For them, the experience holds precedence
over the mode. This customer experience has a significant impact on the word of mouth,
and it should be given high priority. The companies should focus on each stage of customer
experience to add values which will have a direct effect on the word of mouth. In today’s
competitive market, business is not a onetime interaction or transaction, but it is a
continuous flow of engagement with customers where we should be able to provide a
rich experience in every part of customer experience

The word of mouth plays an extensive role in purchase decisions. The penetration of
internet brings a new platform called “electronic word of mouth”, where anyone can share
their opinion and views about a products or services. The impact of negative reviews

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(negative wordof mouth) for Daddy Annamalai Samayal Restaurant in internet space will
be more, where they entered the restaurant industry as a YouTube sensation with the help
of positive reviews, but the changing consumer’s perception in terms of negative reviews
will have a huge impact in their long-term growth. Here in our case, the Daddy Annamalai
should focus on the providingchanges in quantity and price of the foods which has the most
significant aspect of dining experience. According to a study, service quality is also more
important than food, consideringthis they should start providing the basic requirement of
“food listings with price”, so that customers will have a wide choice and they can feel the
transparency of the restaurants in termsof price. The customers not only expect the high-
quality foods and service quality but also lookfor the “value for money” which is price. The
price listed in menu will greatly influence the customers. Apart from that they should give
proper training for the frontline employees regarding the “responsiveness with customers”.
Usually, customers take the criticism seriouslyas a negative bias, so they should make the
customers believe that they are giving importance to the negative reviews and working to
rectify it. If not, they will be supposed to lose the potential customers too with the direct
effect of negative word of mouth.

The Daddy Annamalai can also use “response strategies” to overcome the on growing
electronic negative reviews, firstly the company should make believe the customers that
they are responsible for negative experience. The responding factor for the negative
reviews will increase the impression of the company’s products and services. It shows the
responsibility level of the company which they care for customers. The restaurant can make
responses in several ways such as apologizing for the bad experience faced by the
customers, giving the explanation, or substantiating for what and why happened initially.
But they should never askfor an excuse for the bad experience because it seen as that the
restaurant is giving explanationwithout taking responsibility. And they can give “service
recovery response” where the imageof the restaurant will increase. According to research,
the response give after the 30 days of thereview in online is less reliability when compared
with the quick response, so the restaurant should have a close eye on the negative review
and its response.

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Recommendation

✓ We recommend Daddy Annamalai to concentrate on both central route and

peripheral route of processing as they go hand in hand in a balanced way and have
a strong communication strategy in place for their target customers.
✓ On the other hand, there are some gaps on certain quality attributes and fails to
fulfil the Understanding Gap and Perception Gap. The Price and the consistency of
the food quality,the unavailability of Menu card, the Poor Responsiveness and the
Careless Attitude of theemployees has a strong negative effect on the satisfactory
level of the customer. This continuously defames the popularity of the restaurant
through Word of Mouth andReviews.
✓ To nullify the negative reviews, Daddy Annamalai can use “response strategies”,
and the company should make believe the customers that they are responsible for
negative experience. It shows the responsibility level of the company which they
care for customers.They should never ask for an excuse for the bad experience
because it seen as that the restaurant is giving explanation without taking
responsibility

References

Richard E. Petty, John T. Cacioppo (1986) – The Elaboration Likelihood Model of

Persuasion - European Journal of Marketing.

Kitchen, Philip & Kerr, Gayle & Schultz, Don & McColl, Rod & Pals, Heather.
(2014).The elaboration likelihood model: Review, critique, and research agenda. 48.
2033- 2050. 10.1108/EJM-12-2011-0776.

Bader M. A. Almohaimmeed (2017) - Restaurant Quality and Customer Satisfaction

-International Review of Management and Marketing.

Ziqiong Zhang, Zili Zhang & Rob Law (2014) - Positive and Negative Word of
Mouthabout Restaurants: Exploring the Asymmetric Impact of the Performance of
Attributes. http://dx.doi.org/10.1080/10941665.2012.735680.

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Exhibit 1: Google Ratings for Daddy Annamalai Samayal Restaurant across periods

RATING
TIME PERIOD 1.0 2.0 3.0 4.0 5.0
9 months ago 4 7 10 11 13
8 months ago 0 0 1 1 0
6 months ago 3 1 3 1 3
5 months ago 11 5 6 10 20
4 months ago 22 13 8 10 22
3 months ago 12 4 6 9 11
2 months ago 9 2 2 4 2
1 month ago 6 0 1 0 0
4 weeks ago 1 1 0 0 0
3 weeks ago 2 0 0 0 0
1 week ago 1 1 0 0 0
5 days ago 5 2 0 1 0
4 days ago 6 0 0 0 0

Figure 1: Google Rating Exhibit 2: Restaurant ambience

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Exhibit 3: Food Varieties Figure 2: Entire Google reviews

Exhibit 4: Monthly Procurement of Daddy Annamalai Samayal Restaurant

Price Quantity
Things Total Cost
(Might Vary) (1 month)
Zeera Samba Rice 95 3000 Kgs 285000
Mutton 700 1500 Kgs 1050000
Chicken 200 3600 Kgs 720000
King Mackerel (Vanjaram) 700 900 Kgs 630000
Red Snapper (Sankara) 175 900 Kgs 157500
Prawn Fish 300 900 Kgs 270000
Egg 156 300 Trays 46800
Groundnut Oil 270 1800 Liters 486000
Gingelly Oil 380 1800 Liters 684000
Coconut Oil 175 1800 Liters 315000
Other Ingredients 500 30 Kgs 15000
Total Expenditure for One Month 4659300

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Bigg Boss: Fusing advertising in entertainment - Advertainment

Thamaraiselvan Natarajana, Jegan Jayapalb, C. Harishreec

a
Professor, Department of Management Studies, NIT, Trichy
b
Research Scholar, Department of Management Studies, NIT, Trichy
c
Assistant Professor, Department of Science & Humanities,Jeppiaar Institute of Technology, Sriperumbudur

Abstract

Brand Placement is the prominent advertising strategy that can help advertisers reach a
large number of consumers through entertainment media. Brand placement in reality
shows is a lessanalysed field of advertising where the reviews and marketers have gained
more success in increasing their consumers. So, this case study analyses and evaluates
various types of brand placement in reality shows and proposes different factors that help
determine the most effective brand placement type. The article also recommends the
brand placements in reality shows for the advertisers who are in a dilemma to achieve
their product’s success.

Introduction

Mr. Ram, managing director of a successful firm in India, has launched a new e-
bike in India. He believes in traditional advertising methods and promotes his new
product through event marketing, classified advertisements, handouts and broadcasting.
He conducted a reviewmeeting after three months of the new product launch. He faced a
shocking discovery that his new product had not reached the expected sales in this
meeting. The rise in the petrol price hasshifted the buyers’ interest in e-bikes. It has given
faith in Mr. Ram’s product during the productlaunch. But the product sales are not up to
his calculated estimates. Moreover, a survey conducted by his team has identified that
most of the people are not aware of the product name.As a new product in the market, Mr.
Ram has to learn more about his advertising methods to reach the maximum number of
people. His advertising methods do not provide the required response in a big economic
market like India. He realised that his product needed to be promoted on better platforms
and traditional advertising methods.
Besides, as a part of the globalised work environment, consumers of the 21st
Century has been widely exposed to advertising culture to evaluate the products in the
market.Advertising has become both boon and bane for all the products in the market.
To gain the consumer's attention and be successful, the producers must rely on different

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advertising platforms. Consequently, Mr. Ram realised that his advertising strategies are
not yielding mucheffect on sales. On this occasion, brand placement in a TV reality show,
Bigg Boss Season 4 Tamil on the Yamaha Motor Bike Task of Day 46, has gained the
attention of Mr Ram. The brand's reach to the audience inspired Mr. Ram to promote his
product on a similar platform. So, he started looking for the brand placement
effectiveness and the plausibility of his productpromotion in TV reality shows.
Background

Brand placement can alternatively be called as product placement. It refers to the

brand included as a part of entertainment programs like movies, reality shows, video
games, music albums, etc. Brand placement can be traced back to 1927 in the Hollywood
movie "Wings" byLucien Hubbard, where Hershey's chocolate was displayed. It can be
called the first brand placement in movies. Since then, brand placement has become a
powerful advertising platform that has helped film producers reduce film production
costs. In most cases, brand placements create a bond between the product and the lead
actor/actress in the movies. Further, the productwill be integrated into the storyline, which
will significantly impact the audience. Brand placement succours marketers like Mr.
Ram, who struggles to reach a large number of consumers through their traditional
advertising strategies. In addition, growing customer resistance towards traditional
advertisement is an opportunity to reach the target audience for companies struggling to
expose their products through brand placements. Therefore, Mr. Ram has decided to
integrate the advertisement of his new e-bike into the entertainment programme.But he
was confused about the decision to go with movies or TV shows.

Marketers have chosen Indian movies for brand placement due to the product's
success in films from similar countries of developing economies. For instance, the first
brand placementin Indian movies appeared in the Hindi movie 'Chaltika Naam Gaddi',
released in 1958, wherethe 'Coca-Cola’ brand was displayed. Not only in Hindi movies
but the prevalence of brand placement in Tamil movies can also be identified from the
early 70s to till date. For example, Royal Enfield has been given a major role throughout
the first part of the Tamil movie “AcchamEnbadhu Madamaiada”, a 2016 film. It created
a massive impact on the youngsters in Tamil Nadu. According to the studies on brand
placement in movies, the brand display occupies an average of 2.4% of the total movie
time.

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Consequently, the most challenging role of advertisers in the brand placement of

the movies is to connect the brand with the plot and create an indirect connection with the
audience.In addition, brand placement has a lesser lifespan in movies as the effect of the
brand will startto disseminate after a period based on the movie's success in theatres.
Conversely, Mr Ram, asa new product launcher, desires to have a more prolonged impact
on his brand on people. So, he decided to implement brand placement in TV shows. He
also identified that brand placementin TV shows has a more significant advantage as the
show’s longevity will frequently remind the brand to the audience.

According to PQMedia (2018), revenue generated from brand placement has been
increased to 14% with TV as the primary source, and it will continue to increase over
2018- 2022. Pitch Madison Media Outlook Report 2020 has stated that India is the
second-largest advertisement market with a 14% growth estimate in “advertising
expenditure, of which 70% is spent on TV inclusive of commercials and brand
placements”. In comparison between TV shows, reality shows have been gaining more
advantage for the brand placement as the characters in the show are from both movies and
soap operas. TV penetration in India increasedto 66% in 2018 from 64% in 2016 (BARC,
2018), TV channels have tripled over the last ten years (Madison, 2019), of which 77%
of time spent on TV was on General Entertainment channels (GEC) (FICCI, 2018).
Whereas, in GEC, Reality shows are at the top of the shows for urban and rural India
(BARC, 2018).

Reality shows are comprised of information with fun elements. Also, program
plots aremore enjoyable, with twists and fun features to engage the audience. Though there
is no explicitevidence on the advantages of brand placement in reality shows, it is more
prominent in western countries and India. In addition, technological advancement has
taken the entertainment industry to the “Over the Top” (OTT) platform. The OTT
platforms help the audience watch TV shows and movies at their convenient timings, and
the advertisement timing has also beenreduced. Therefore, integrating the brand in the
reality shows displayed on the OTT will benefit the marketers like Mr. Ram to reach
significant customers. The OTT platforms also help the viewers to re-watch the episodes,
which in turn help in maximising brand placement effectiveness.

Considering the above advantages of the brand placement in reality shows, Mr.
Ram has to analyse the famous reality shows in the Indian market to reach the maximum
number ofaudiences. On examining the reality shows, Mr. Ram has viewed the long with-

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standing BiggBoss show in the Star network for more than a decade. Bigg Boss is the top
reality show in theIndian entertainment media which has been telecasted in seven Indian
languages, namely, Hindi, Kannada, Bengali, Tamil, Telugu, Marathi, and Malayalam.
It is an Indian franchise ofa Dutch show named Big Brother. The Bigg Boss show in
India was first launched in 2006 in Hindi, and it is still occupying the top place in the
successful reality shows of India. In the Bigg Boss show, selected contestants will be
isolated inside a house for 100 days and monitored through different cameras 24/7. The
contestants will be given entertaining tasks along with their daily chores. The nature of
the show paves the way for advertisers to promote their brands. Since the show's
commencement in 2006, Bigg Boss has been proven an unwavering profit for the
advertisers. Therefore, it can render profits for Mr Ram’s new e-bike, which is launched
newly to the market. Concordantly, Mr Ram has decided to promote his brand on the
Bigg Boss reality show with the consideration of the high Television Rating Point rate,
cost- effectiveness and high impact of the brand on the audience. But the type of brand
placement isessential for a brand to be integrated into the entertainment media.

Problem – Ram’s Dilemma

Mr Ram’s product is new to the market, and his brand is not well-known to the
audience. The product is an e-bike priced at Rs 91,499, and you can currently reserve it
for Rs999, with deliveries starting after three months. It comes with a 139 km range and
a top speedof 70 kmph. It takes just under six hours to fully charge with a fast-charging
speed of 25 minutes for 70 km of range. There is also a Pro model, priced at Rs 1,39,499
and comes with a higher capacity, faster speed and more. Subsequently, Ram has a
problem in selecting the type of brand placement that will have an easy and immediate
impact on the audience. He hasthree options, merits, and demerits for each type of brand
placement.

For instance, the appearance of the brand can be classified into passive placement,
active placement and hyperactive placement.

Passive placement is also called as Co-present mode. In passive placement, the product
will be visually placed in the background or foreground of the program or movie. The
cast on the screen will not address the product directly or indirectly. To enhance the
scene, the casting crew may place the product within the frame for the audience. It is
widespread in many movies,soap operas and reality shows. For example, in Bigg Boss

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Season 5 Tamil, behind the settingsof the underground prison, Nippon paints’ brand has
been placed. A sofa set has also been arranged near the underground prison so that
contestants can spend more time near the area. Hence, the Nippon paint advertisement in
the background will subconsciously register in the audience’s mind. The cost for passive
placements is also lower when compared to the other two types. But the studies have
proved that viewers find passive placements less effective in recalling the brand.

Active placement is also named as Implicit mode. The brand will be added to the
entertainmentprogram’s plot or storyline in this mode. In brief, the actor or actress in the
storyline will be using the product as a part of the story. In this way, the product will
receive consumers attention. For example, in Bigg Boss season 4 Tamil, Prisma Fashion
Task on Day 26, the contestants have dressed up with outfits sponsored by Prisma and
have ramp walked to promote
the product. The best couple has been chosen for the task and prizes have been distributed.
Theaudience will recall the active placement of this product, and the product will directly
impact the audience through character interaction. On the contrary, markets have to be
prudent in integrating the brand with the storyline, which should not make the audience
feel that it is too advertising-like. Otherwise, the brand will not create a positive impact
on the audience.

Hyperactive placements are called Imperative mode as it consists of a surprise element.

The involvement of humour can be identified in this mode, and the benefits of the
product/brand will be briefed by the actor/actress of the plot. It will also be embedded
within the storyline. In other words, the actor/actress will recommend the product to
his/her fellow co-actor or the viewers to use the product. For example, in Bigg Boss
Season 4 Tamil on Day 32, the contestants have been divided into two teams, and the
RKG cooking task has been given to them. The contestants have cooked the food with
RKG products and also talked about the benefits of the products. Besides, hyperactive
placement is more expensive than passive placement as the product has to be used by the
character. The character has to define the usageof the product by adding more exciting
elements. In addition, hyperactive placement favouredthe well-known brands and failed
to attract consumers for less-known products.

At this moment, Mr. Ram is in a dilemma in determining the best type of brand
placement to promote his new product. He has to analyse the best option and implement

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the same for the growth of product’s sales.

Proposed Solution:

Mr. Ram can analyse the above indicators and decide which is more appropriate
for hisbrand. Earlier studies have stated few crucial factors are to be considered before
integrating brands in the entertainment media. The list of factors is discussed below.

Character Interaction

Brand placement in reality shows has given less importance to character

interaction with a higher number of passive placements. Brand placement with character
interaction can recall more information in a positive context (Natarajan, Jayapal, &
Gangadharan, 2021). Hence, active and hyperactive placement in a positive context is
highly suggested for brand placements. For example, in ‘Bigg Boss’ Season 2 (Tamil)
(Disney+Hotstar-Day74, 2018), contestants have been asked to prepare Biriyani using
India Gate Basmati rice with cameras’
explicit focus on the brand in a positive background of the shot, where the character
interactionhas been exposed.

Brand Familiarity

Placements involving well-known brands, which are more accessible in memory, could
automatically attract more attention and trigger greater interest through personal
relevance (Balasubramanian, Karrh, & Patwardhan, 2006). On the other hand,
placements involving unknown brands might yield a larger effect size compared to well-
known brands because the memory for unknown brands is not yet established in the
subject’s mind. Earlier studies state that hyperactive placements have been explicitly
associated with well-known brands so that the brands could easily trigger the persuasion
knowledge of viewers even without product display. Over half of the placements
integrated into reality shows are passive placements. Thissuggests that the use of active
and hyperactive placements has not been considered extremely important. Active and
hyperactive placements benefit celebrities' endorsements more than traditional
advertisements. Unfavourably, only ‘well-known’ brands have leveraged hyperactive
placements despite its need to ‘haven't heard before' brands and 'know by some people'
brands.

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Brand/setting fit

Earlier studies have exposed that the congruence effect of brands has been
manipulated by theaudience watching experience. Mainly, viewers who are new to the
show evaluate the brand more positively when the integrated brand is congruent with the
plot and character interaction (Chen & Wang, 2016; Natarajan, Jayapal, Jegan, &
Gangadharan, 2021). Therefore, marketers should consider placing brands in relevant
settings or to the ongoing plot and rationalising theappearance or use of the brand.

Placement Timing

'Bigg Boss' has witnessed higher viewership during holidays than working days
(ZAPR, 2017), unquestionably due to Kamal Haasan's (Host of the show) arrival on
Saturdays and Sundays toevict and evaluate contestants as per the rules of the show. Also,
viewership on holidays is higher than the viewership on working days (BARC, 2018).
So, it is prudent to place brands on episodes being telecasted on holidays to increase their
presence.

Plot Connection

Plot connection enhances the effects on brand placement memory, attitude, and
purchase intention (Natarajan, Balasubramaniam, Stephen, & Inbaraj, 2018). Plot-
connected placementsare typically prominent (e.g., car brands in several James Bond and
Avenger movies). Althoughstrong plot connections and prominent placements in audio-
visual vehicles are usually expensive, they may be more common among well-known
brands. The important cost difference between placement types might be appreciated
differently by the company managersof an unknown brand, depending on the outcomes
they ought to achieve.

Placement disclosures

Generally, placement disclosures are defined as a way to disclose the use of brand
placement to make the audience aware of persuasive intent are a response to ongoing
worldwide public policy concern and an attempt to school consumers against embedded
marketing techniques (van Reijmersdal, 2015). However, by disclosing the presence of
brand placements within a program, viewers may become more aware of the placements
and more likely to remember them (Van Reijmersdal, Boerman, Buijzen, & Rozendaal,

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2017). Because the brand (e.g., name, logo) is a part of the brand placement appearing in
a movie or television program, we might also expect disclosure to strengthen the brand
placement effect on brand salience (e.g., ‘Airtel’ Super Singer). However, advertisers are
recommended to subtly place their brands byincreasing their appearances over the weeks.
This leads brands to capture more attention and enhance positive reception without
distracting the entertainment.

Brand Awareness

Brand awareness is a marketing KPI that tells you how well people recognise,
notice, or thinkabout your brand when they're making purchasing decisions. If you have
high brand awareness,then you have a strong brand presence that consumers recognise
and contemplate when they need a product (Chan, 2019). If you have low brand awareness,
then consumers might not know your brand existence and therefore may not tend to
purchase your unknown product. For example, when someone wants to buy ghee, what's
the first brand they think of? Probably RKGGhee.
Considering the above factors, Mr. Ram can finalise the best brand placement type
among passive, active and hyperactive placements for his product.
Conclusion and Recommendations:

Mr. Ram has finally examined the reason for his new product’s failure. He has
identified that he can make his product successful through brand placement. So, he
inspected the plausibility of integrating his product in reality shows which can be
telecasted on TV and OTT platforms. Advertisers and marketers see brand placement as
essential communication and brand-building technique. The possible advantages of
engaging in such a strategy for advertisers could be more far-reaching and beneficial than
previously thought strategies. Brands seek to gain attention for their products over brand
placement as they can bring positive messages in a non-commercial environment.
Successful product placement relies on cognition and affection-based perception of
customer reactions to the product. Advertisers may strategically schedule a placement
with program sponsors and broadcasting agencies before thescript or plot was created.
Marketers can even plan the integration of the brand with the producers even after the
script. Due to technical advancement, they can insert a brand logo through software even
after the program. Broadcasters can also be paid to provide free products from the
sponsors; advertisers can be significantly paid through effect over how their brands will
be depicted in a TV program. From a marketing standpoint, there are several successful
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methods to advertise a brand than introducing it to show its utility and value. A TV
program with a well-established loyal fan base and the placed brand share a similar
intended audience, likely to appeal to consumers and significantly affect it. The strategic
approaches of brand placements have to be more innovative to influence viewers,
particularly India's social and economic system, as audiences still view the brand and
recognise it. Hence, placement type issignificant in integrating brands into reality shows.
Further, the impact of brand placement on consumers differs according to the type of
brand placement. Hence, Mr. Ram has been in a quandary to determine the effectiveness
of brand placement in passive, active and hyperactiveplacements. Finally, based on the
above-discussed factors, Mr. Ram can scrutinise his situationand decide the appropriate
brand placement for his product’s success. Therefore, he can comeout of his predicament
and increase his product’s sales.

References

1. Balasubramanian, S. K., Karrh, J. A., & Patwardhan, H. (2006). Audience response to

product placements - An integrative framework and future research agenda. Journal of
Advertising, 35(3), 115-141. doi:10.2753/Joa0091-3367350308
2. BARC, B. A. R. C. (2018). Seasonality and TV Trends.
Issue 3. Retrieved from
https://www.barcindia.co.in/resources/Seasonality%20and%20TV%20Trends.pdf
3. Chan, F. F. Y. (2019). Mapping between placement strategies and placed product
attributes in television programs. Journal of Marketing Communications, 1-19.
4. Chen, H., & Wang, Y. (2016). Product placement in top-grossing Hollywood
movies: 2001–2012. Journal of Promotion Management, 22(6), 835-852.
5. Disney+Hotstar-Day74 (Writer). (2018). Day 74 in the House [TV]. In E. S. India
(Producer). India: Vijay TV.
6. FICCI, F. o. I. C. o. C. I. (2018, March 2018). Re-imagining India's M&E Sector.
Retrieved from http://ficci.in/spdocument/22949/FICCI-study1-frames-2018.pdf
7. Madison, P. (2019). Pitch Madison Advertising Report 2019. Retrieved from
https://www.exchange4media.com/PMAR19-Final.pdf
8. Natarajan, T., Balasubramaniam, S. A., Stephen, G., & Inbaraj, J. D. (2018). Brand
placements: prevalence and characteristics in Bollywood movies, 1995-2015. Journal of
Media Business Studies, 15(1), 57-88. doi:10.1080/16522354.2018.1460051

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9. Natarajan, T., Jayapal, J., & Gangadharan, N. (2021). The Television Cult: Prevalence
of Brand Placements in an Indian Reality Show. Journal of Promotion Management,
27(7), 971-997. doi:10.1080/10496491.2021.1888176
10. Natarajan, T., Jayapal, J., Jegan, S., & Gangadharan, N. (2021). Brand Placements: An
Exemplary Integration in Reality Shows. Quarterly Review of Film and Video, 1-26.
doi:10.1080/10509208.2021.1985367
11. PQMedia. (2018). Global Branded Entertainment Marketing Forecast 2018 [Press
release]. Retrieved from https://www.pqmedia.com/product/global-branded-
entertainment-marketing- forecast-2018/
12. van Reijmersdal, E. A. (2015). Disclosing brand placements in movies. Journal of Media
Psychology.
13. Van Reijmersdal, E. A., Boerman, S. C., Buijzen, M., & Rozendaal, E. (2017). This is
advertising! Effects of disclosing television brand placement on adolescents. Journal of
youth and adolescence, 46(2), 328-342.
14. ZAPR. (2017). Bigg Boss 11 opens with 16.8 million: Are TV viewers hooked to this
season’s ‘dhinchak’ contestants? Retrieved from https://blog.zapr.in/tv-analytics/bigg-
boss-11-opens-with-16-8- million-are-tv-viewers-hooked-to-this-seasons-dhinchak-
contestants.

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Brewing Stronger - A Case of the Successful Turnaround of Cafe Coffee

Day

Anitharaj M Sa, Sweatha Da, Raghuraman Ra

a
Assistant Professor, Department of Commerce, Madras Christian College, Chennai.

Abstract

The ability to persevere through adversity and manage disruptive changes marks the
important trait of a resilient leader. The sudden demise of the Indian Coffee House
Company, CafeCoffee Day’s founder left the company under a great liquidity crunch.
Mrs. Malavika Hegde, wifeof the deceased founder, took over the reins of the company
and rebuilt it with effective restructuring strategies. The purpose of this study is to
explore the determined leadership of a grieved wife who turned into a resilient leader.
The effective turnaround strategies exhibited by the top management and leaders, plays
a vital role in reviving a distressed business. The study helps in providing an insight into
the link between leadership and management of the turnaround process.

CAFE Coffee day

In the late Nineties, when the IT sector in the country was burgeoning, the cafeteria
culturealso began to grow rapidly. The devour love for coffee in the nation had grown
due to the stipulation of ready to drink changing culture. Coffee is a timeless preference
in a society like India. It has become an essential component of society's daily routine.
Fueled by modernization and the desire for a quick, high-quality product, the coffee
market expanded rapidly in nations around the world. Coffee shops are springing up all
over the place. In India, there is always a battlebetween a mug of coffee and a cup of tea.
India may be a chai drinking country, but cappuccino isquickly gaining popularity among
tea consumers. Initially, there was concern that there would bea lack of acceptability, but
the coffee industry is now proving that those who cling to quality willhave an advantage.
The coffee market increased continuously, offering plenty of space for profit and returns.
Coffee shops are the swiftest sector of the restaurant business.
V. G. Siddhartha founded the Cafe chain in 1996 when he founded Coffee Day
Global, theCoffee Day chain's parent company. The first store opened in Bangalore,
Karnataka, on July 11,

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1996. Amalgamated Bean Coffee Trading Company Ltd, India's largest coffee company,
owns Cafe Coffee Day. With its initial Cafe in Bangalore, it was the first in India to
introduce the coffeebar idea. Cafe Coffee Day is India's only vertically integrated coffee
company, serving coffee grown on 6000 acres of its own plantations and another 2500
acres of managed estates. Apart fromthis, the group also sources coffee from 11,000 small
growers.

Coffee is a huge market, and the company has built a business model around coffee
drinking customers and provided jobs to rural youth. The unique preposition
differentiating the brand includes a variety of hot and cold coffees with a dash of
international flavor. It features a well-equipped roasting equipment that caters to the
needs of the customers. The unique color themed restaurant and the customized furniture
adds on to the aesthetic brand appeal of the business.

The Rise and Fall of the Coffee King

Coming from a coffee-growing family with a 135-year history, the coffee baron,
VG Siddhartha, began investing the earnings from his start-up venture in acquiring coffee
farms in Karnataka's Coffee Heartland, the Chikmangalur. He was influenced by the
world's top coffee brands, and that stimulated him to start his own coffee business.
Through his cafes, he made drinking coffee a necessary experience in the lives of
ordinary people.
Cafe Coffee Day eventually grew, with many coffee outlets opening in the prime
cities. They also started to design their own coffee vending machines and kiosks, which
were set up in all the technological parks. In India, it was able to gain the first mover
advantage, competing withthe global brands Starbucks and Costa Coffee, which had set
up their businesses later. Thus, the business spurred, setting up to be the top coffee house
in India.
But, in September 2017, the Income Tax Department raided the premises of V.G.
Siddhartha and discovered Rs 650 crore in hidden income through documents
confiscated as partof the search and seizure operation. As of March 2019, Cafe Coffee
Day had accrued a total debt of Rs 6,550 crore approximately. While, VG Siddhartha, the
founder, wrote a heartfelt letter to thecompany's board of directors and employees before
disappearing, in which he claimed full responsibility for the company's inability to
develop a sustainable business.

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The lament CEO has been in talks with selling stakes of the company to global
beverage manufacturer Coca Cola. A part of the debts was also planned to be settled by
selling his real estate subsidiary of the company, Tanglin. Also, he sold his shares of the
consulting company, Mindtreeshares, which barely made up for the heavy debt. Despite
taking all these measures, he was not able to take up all the pressure from his lenders.
This has led him to take his own life and collapsehis entire business. After which, his
wife Mrs. Malavika Hegde who has served as a non-board member in the business took
over the company and revived the company.

Brewing New Possibilities

Financial obligations are becoming increasingly difficult for businesses to meet.

When a company's cash flow is insufficient to satisfy its financial obligations, it is said to
be in "corporatefinancial distress." In such a case, a company should explore the root of
the problem in a financialemergency, and the company's financial structure has to be
restructured.
Coffee Day Enterprise Limited (CDEL), which houses Cafe Coffee Day, reported a net
debt of Rs. 1,731 crores in its Annual Report 2021. This indicates a major reduction in the
amountof debt from Rs. 7,231 crores as on March 2019. After the sudden demise of the
company’s founder, in July 2019, his wife, Mrs. Malavika Hegde, took over as the new
CEO and rebuilt the company from a very critical stage. This case analyses the resilient
leadership of Mrs. Hegde andthe major turnaround strategy of India's biggest coffee retail
chain.

Corporate Debt Restructuring

A restructuring plan was the major strategy followed by the company, to ensure
the safetyof lenders' funds and the interests of other stakeholders. The Corporate Debt
Restructuring (CDR) Mechanism is a tool that allows businesses to get out of financial
trouble and avoid going bankrupt.It protects all of the company's stakeholders, including
banks and investors. (Appa Rao & Jessica,2017)
A business with a core asset and a non-core asset that has a funding need can fulfill
it by selling a portion of the non-core asset (Edmans & Mann, 2019). The key Debt
restructuring plan of Cafe Coffee Day, was to sell a few of its investments and assets,
which would reduce the overalldebt of the firm to a manageable level. The sale of its

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massive corporate office lease helped in monetizing a portion of the debt.

Issuing appropriate financial instruments was another significant restructuring

strategy. The company issued optionally convertible debentures or bonds, which
helped in diluting the stakes of the lenders. Despite being under a great deal of financial
distress, it did not seek a haircut from its lenders. Cafe Coffee Day’s core business
operations has the potential to handle Rs. 600 crores from its current revenue. Thus, the
company ensured following a slew of planned recoverymeasures.

Cost Efficiency Strategy

To manage and eliminate undesired expenses, cost reduction tactics are viewed as
criticalto any organization's growth and survival in a highly competitive climate. Another
key strategy followed by the firm was to save the costs incurred and overheads of the
company. Curtailing thescale of operation by reducing the number of outlets from 1752
stores to 550 stores and decreasingthe number of vending machines from 70,000 to 60,000
machines helped save huge overheads forthe company. It is necessary for organizations
to use cost management and cost reduction schemesin their operations to make them a
success. Material, labor, and overhead costs might all be carefully controlled. Budgets
must also be used to monitor the organization's operations to ensure that money and
resources are not being wasted. (Akeem, 2017).

Driving the current revenue earnings was also made by diversifying and expanding
its product line. New products were introduced apart from its main products coffee, like
breads, desserts, cold refreshers, and beverages. Besides innovative food combos were
curated specially for different classes of customers which helped in attracting new
customers. This enabled the company to increase the net income from operations and
settle a considerable amount of debt.

Women Resilient Leadership

Leaders, when faced with failure or difficult circumstances, must be aware of the
possibilities and know how to deal with them. Their ability to recover from setbacks is
critical to the organization's rebirth. (Dansereau et al., 2013). Leaders who can persist in
the face of overwhelming odds are better capable of turning problems into successes and
achieving a heap with a bit. A robust leader can assess events in order to achieve current
objectives and building on previous accomplishments in order to attain the desired

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outcome.
People believed that the company would fail after Siddhartha's death, and there were many
uncertainties about who would operate it after him. It must be observed that after
Siddhartha's demise, the company did not wish to choose an outside person as the
company's new CEO, as in such circumstances, a fresh external individual would have
battled to manage all the unsettled concerns, as well as the company's day-to-day
functioning. (Singh, 2020). Mrs. Hegde was selected as the new CEO as she was familiar
with the organization and had the potential to run thecompany efficiently.
Though women are sometimes stereotyped as being fragile and sensitive, female
entrepreneurs are considered to have leadership qualities, styles, and talents that help them
succeedin business and in life. (Acevedo-Duque et al., 2021). When businesses were
closed during the COVID-19 pandemic, Cafe Coffee Day managed to grow even during
the lockdown. All this hasbeen made possible because of the "hero of the CCD", Mrs.
Hegde. Not only did the brave womanmanage to reduce the debt, but she also worked on
the business's recovery through her resilient leadership. Strong leadership is found to be
the most important factor for successful turnarounds (Bibeault, 1982).
Mrs. Malavika had the potential to work to her best under hardship, deal with shocks,
andadapt. She has proven to be resilient in the face of adversity. She also mastered profound
challengeswithout indulging in wrongdoing or causing harm to others.

Recommendations

The significant efforts of Mrs. Hegde to revive the business amidst heavy debts
proves to be virtuous. Even during the pandemic, the company ensured to maintain its
brand value and build relations with many new investors. The pandemic had already
wreaked havoc on small firms. There had already been mass layoffs and business
closings. Many companies were left with little money at the outbreak of the pandemic,
implying that they drastically slashed costs, took on extraloans, or filed for bankruptcy.
(Bartik et al., 2020) Even during this market slowdown, she ensuredthat the business runs
smoothly and maintained the company’s brand value. This proves to be an important trait
for an entrepreneur, to substantially revive a company, when many business tycoonsflee to
foreign countries, not being able to pay the debts.
As the Covid protocols are relaxing across the country, the company can introduce
new product lines and innovative menu options to increase the cafe’s footfall. Investors
should pay attention to the company since it is back on track and pumping in more

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capital. It will boost the confidence of the embattled managers.

Unleashing these new challenges, the managers may also look in for a haircut from
the banking lenders to reduce the amount of debt. This would help in reducing a
substantial amount of debt. Company’s haircut approval, diluting its non-core business
activities, diversifying and expanding its core business activity can also be recommended
as other turnaround strategies for restructuring the indebted company.
However, Mrs. Hegde’s leadership helped the company rebuild and preserve the
company’s brand. While many corporate billionaires left for foreign countries, she chose
to run the company and reconstruct it. Thus, the case of Cafe Coffee Day proves that
even a desperate organizational decline can be set right by a resilient leader.

References

1. Acevedo-Duque, Á., Gonzalez-Diaz, R., Cachicatari Vargas, E., Paz-Marcano, A.,

Muller-Pérez, S., Salazar-Sepúlveda, G., Caruso, G., & D’Adamo, I. (2021). Resilience,
leadership and female entrepreneurship within the context of smes: Evidence from latin
america. Sustainability (Switzerland), 13(15). https://doi.org/10.3390/su13158129
2. Akeem, L. B. (2017). Effect of Cost Control and Cost Reduction Techniques in
Organizational Performance. Effect of Cost Control and Cost Reduction Techniques in
Organizational Performance. International Business and Management, 14(3).
3. Appa Rao, K., & Jessica, Dr. V. M. (2017). Corporate Financial Distress – Corporate
Debt Restructuring Mechanism In India. PEOPLE:
4. International Journal of Social Sciences, 3(1),
516–522.https://doi.org/10.20319/pijss.2017.s31.516522
5. Bibeault. (1982). Corporate Turnaround. McGraw Hill, New York

6. Bartik, A. W., Bertrand, M., Cullen, Z., Glaeser, E. L., Luca, M., & Stanton, C. (2020).
The impactof COVID-19 on small business outcomes and expectations. In Proceedings
of the National Academy of Sciences of the United States of America (Vol. 117, Issue
30). https://doi.org/10.1073/pnas.2006991117
7. Cafe Coffee Day raid: Income tax sleuths unearth Rs 650 crore illegal income; shares
slide 9%. (2017, September 25). Business Today.
https://www.businesstoday.in/latest/corporate/story/cafe-coffee-day-raid-income-tax-
ccd- 650-crore-vg-siddhartha-81610-2017-09-25

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8. Dansereau, F., Seitz, S. R., Chiu, C. Y., Shaughnessy, B., & Yammarino, F. J. (2013).
What makesleadership, leadership? Using self-expansion theory to integrate traditional
and contemporary approaches. In Leadership Quarterly (Vol. 24, Issue 6).
https://doi.org/10.1016/j.leaqua.2013.10.008
9. Edmans, A., & Mann, W. (2019). Financing through asset sales. In Management Science
(Vol. 65,Issue 7). https://doi.org/10.1287/mnsc.2017.2981
10. Singh, A. (2020, December 8). Cafe Coffee Day on revival mode with business returning
to outlets. The Week. Retrieved February 1, 2022, from
https://www.theweek.in/news/biz- tech/2020/12/08/cafe-coffee-day-on-revival-mode-
with-business-returning-to-outle.html

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E-commerce Hyperlocal Marketplace Model for Delivery of Baby

Products and Foods

E Pradeep
Assistant Professor, Loyola Institute of Business Administration (LIBA)

Abstract
In today’s scenario, parents are very keen in giving best to their babies and kids irrespective
of the price and the distance. Babies are very sensitive, and parents do not want to take
unnecessary risk of trying out various products. Adding to the above, both the parents are
working. One more reason is that both the parents are employed, and their combined
purchasing power is higher. Earlier, families operated on a strict budget. But, nowadays,
parents are not price-sensitive especially when it comes to their babies. They want to give
their best for their children as the early years between 0 to 4 years are the most precious
years as babies reach many crucial milestones during this period. One more advantage is
that the e-commerce industry has shown a tremendous growth across all sectors and baby
products is not an exception. E-commerce companies showcase the best of the baby
products available all over the globe and customers can purchase it, whenever and wherever
they are. This case study analyses the needs of customers or parents who would like to have
an instant or an emergency delivery of baby products or children’s food. This case study
also analyses the various models which can be made use of in delivering these products
either instantly or regularly at set intervals in a day to babies and children, thereby
addressing the needs of the customer or a parent.
Keywords: Baby Products, Children Food, Hyperlocal Delivery Model, instant Food
Delivery, Aggregator Model

Introduction
Any product that promises to meet the demand for taking care of an infant, generally
between 0-4 years of age, falls under this baby care industry. Baby care segment comprises
of those products which address various basic needs of a baby in its day-to-day life. Typical
product groupings in this segment are skin care, hair care, baby food, toiletries [diapers and
its accessories, wipes], apparels & footwear, toys, baby convenience and safety products
etc.
Most of them do not prefer coming back to the same brand once they have had a bad
experience, for example an allergic reaction caused by using a soap, after using the same

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product, however attractive the offers may be. This clearly shows that not only babies are
sensitive but also the entire baby care product business is extremely sensitive. Once the
customer is not satisfied by the product, you completely lose the customer, whatsoever
efforts you make in promoting it.
Baby products businesses are growing according to specific needs of the customer. Lot of
study and research is going on to satisfy the customer by not only customizing the product,
but also customizing the service.

There are some important facts with respect to baby products in the Indian Market
scenario. According to RNCOS report, “India has emerged as the most preferred market
for the companies that manufacture baby care products”. India with a population of 1.34
billion is the second most populous country in the world, while children represent 39% of
the total population of the country. Technavio’s market research analysis identifies the
increasing awareness of baby hygiene as one of the primary factors that will fuel the growth
of the baby hygiene products market. According to Grand view Research, Asia Pacific
market was the largest baby products market in the past and will expand further on account
of growing awareness about baby nutrition, hygiene, and safety.

Background
In my previous study I have found that there are six different variables that
influences the purchase intention of the baby products through online across all baby
product segments. Those variables are Attitude, Subjective Norms, Behavioural Control,
Purchase Experience, Website design and Trust. According to my study, Trust and
Purchase Experience plays a major role in purchasing the baby products through online.

As a next step in creating a more satisfactory purchase experience of baby products,

making them reach the customer quickly, especially in terms of emergency is a boon to
parents. As both of them are working, it is quite impossible for them to keep track of baby
supplies. It is even more difficult wherein some babies are taken care by their grandparents
or nannies who cannot rush to a particular store, in case a need arises. And since it is a baby
product, it cannot be substituted also. To address this problem, we are trying to find out the
most suited business model, especially with the help of technology. Is there any business
model to deliver the baby products in emergency?

There are top 5 existing baby products multi-vendor marketplaces in India. They
are Firstcry.com which is the largest online store for babies and kids in India and Asia,

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owns over 380 stores in India. Then, Hopscotch has shown a consistent business growth of
700% year after year. Myntra has over 40 dedicated brands and 100 national brands in baby
wear products; plans to tap the organic baby wear segment. Amazon – launched a dedicated
baby products store in 2018. Flipkart, in addition to e-retailing, has also opened a Parents
Club program as a part of their engagement strategy. Every company now has been
engaging and providing the customers with their best solution.
Indian start-ups like Theglobalstocks.com and Flintobox are trying to make the
most out of the huge demand for baby products today and are especially looking at the e-
commerce space for a faster growth. Verun Rastogii, Founder and
CEO, Theglobalstocks.com, stated that it’s an upcoming business category. The nuclear
family concept in India with both parents working, leaving the single child to be taken care
by a governess has boosted the business.

“Most of the shopping happens in guilt, as they aren’t able to spend much time with their
kids and secondly, a new-age parent is more brand and quality conscious,” he opined.

Problem
Products such as baby furniture (strollers) can be bought online or in a retail store,
but products like baby food and diapers need constant replenishment. Parents in their busy
schedules may slip to stock products regularly.
To avoid this hassle, we propose an app which offers on time and quick delivery
solution of child-care products like baby food, formula and diapers to customers, through
a subscription-based model. This offers a better engagement with customers and profits can
be shared to customers through discounts. Trial versions of the app are also available.

Regarding baby food, only cereal based baby food is mostly available in stores.
These foods are loaded with sugar and are linked to childhood obesity. Fruit and vegetable
purees are easy on babies’ tummies and are also rich in fiber. These products are offered
by very few brands such as Gerber. They have a mild sour taste as they use citric acid as a
natural preservative for their purees. But if moms-at-home can venture into preparing baby
food, our solution will be to procure it from them and deliver to customers instantly.

Our model would cater to:

• Parents
• Customers who buy for gifting purposes

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• Creches/Daycare
• Preschools which provide meals for children
Current scope

The current scope of study covers babies and children (up to kindergarten level).
This solution can also be extended to older school children where healthy, home cooked
nutritious meals can be delivered to school children. In the UK, school children are
provided with lunch by the school. The entire meal planning exercise according to their age
and dietary needs is taken care by the schools themselves which reduces a great deal of
burden off the parents’ shoulders. They try to keep meals at school interesting by offering
a small portion of dessert as well in their every meal along with salads, fruit cuts and veggie
sticks.

Our delivery app needs to connect schools as well as such cloud kitchens which can
provide nutritious meals to children in a hygienic, safe and a trustworthy manner.

Solution
We have been analysing various strategies to develop a proper delivery model for
any marketplace and we found that the concept of a Hyperlocal Marketplace would be
beneficial.
Hyperlocal marketplace players, with their agile and customized delivery options, have
caught the eye of consumers. It provides services at the doorstep of the customers and it
empowers customers digitally.
“Hyperlocal platforms solve the problem of matching immediate demand with the
nearest available supply in the most optimized manner”.
The exhibit which indicates that there has been an increase in the investments towards the
hyperlocal model is a proof that this model would be definitely beneficial in our case.

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Table 1: Investment in US $ from 2013 to 2018 in respective category of E-commerce

Why hyperlocal?

A hyperlocal model can be defined as an online business model in which the on-demand
needs of customers are met through local offline shops via a digital platform. The demand
for goods and services of customers like grocery, medicine, laundry service, etc. are met
instantly.

Hyperlocal models help sustaining local businesses & farmers and brings down artificial
inflation.

There are 2 types of models in the Hyperlocal Marketplace:

• Hyperlocal Services - It includes the service sector, which provides laundry

service, home services, logistics, medical and associated services, etc.
• Hyperlocal Delivery - The delivery is concerned with the delivery of food
products, groceries, electronic gadgets, home necessities, etc.

Hyperlocal Delivery Industry

The hyperlocal delivery industry was worth $1324 billion in 2019 and is expected
to grow to $3634 billion by 2027, with a CAGR of 17.9% throughout that time.

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Rapid improvements in the hyperlocal delivery sector have been spurred by rising
customer demand, which has been fueled by increasing internet and smartphone
penetration, urbanization, and changing customer behavior.

With growing demand for home service, customer mindset is more open than ever
to pay a convenience fee for home delivery of food or grocery from their nearby favorite
outlet.

Factors affecting a Hyperlocal Delivery model

Main factors affecting the efficiency of a Hyperlocal Delivery model are;
➢ Area of operation

➢ Needs of the population

➢ Connectivity

The must-have features for a hyperlocal marketplace are:

➢ A robust navigation system

➢ Quick vendor onboarding process

➢ Multi-tier tax management system

➢ Automated marketing platform

➢ One-stop logistics solution

➢ Adaptive payments for multi-vendor orders

➢ Comprehensive seller ledger (Supplier Relationship Management)

➢ Logistics & Shipping

And the players in the Hyperlocal model are:

• Suppliers (Local Business/Retailers)

• Aggregators (Hyperlocal Players)

• Consumers

These aggregators use the following techniques for Hyperlocal Targeting, in order to
market your app and gather attention;

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➢ Identify the type of customers in your locality

➢ Make a classification based on their income, spending patterns, the time they spend
on physical stores, their accessibility to technology

➢ Devise strategies to reach your clients

Hyperlocal delivery can be executed in the following ways:

➢ Aggregator model

➢ Single store model

➢ Store pick model

➢ Hybrid model

Figure 1: Different Hyperlocal Delivery Business Models

Aggregator Model:

❑ Not capital intensive

❑ Company acts as a mediator between offline retailers and consumers

❑ Company has no assets of itself (e.g. eBay)

❑ Model applicable for both products and services

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❑ E.g., Zomato, Urbanclap

Single Store Model

This model is for retailers who have an existing offline retail store and now wants to go
online.

❑ Sells products only from a particular retailer

❑ These companies maintain their own inventory

❑ E.g. Pizza Hut, Dominos, Hello Fresh

Store Pick model

Customers order stuff online and pick from stores at a time convenient for them. The
advantage is that the customer doesn’t have to wait to pay to get the item E.g. Tesco,
Walmart

Hybrid Model

Many apps do not handle any doorstep delivery but just offer discounts for purchasing E.g.,
Dineout which offers an array of coupons for table reservations at restaurants.

Of the above 4, we need to find out the best execution path for the baby products segment.

Which model to choose:

The Aggregator model connects all baby products stores nearby based on haversine
distance or the great circle distance which is one of the accurate measures to calculate the
minimum distance between 2 latitude-longitude co-ordinates on the earth’s surface.

Not only baby products, but also partners who can provide fresh home cooked food for
babies and kids based on their dietary needs can also be tied up with our solution.

To best meet omnichannel retail challenges, retailers should establish effective last-mile
supply networks (LMSNs) that align their marketing efforts with operational distribution
activities to achieve success in the broader e-retailing environment.

A sensitivity analysis using Monte-Carlo simulation can be done to recognize the impact
of operational risk, demand uncertainty, and perishability on the expected cost.

Proposed sample aggregator model

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The company acts as a single point-of-contact for ordering food thereby playing the role of
an aggregator. It also has its own delivery fleet which ensures last mile delivery. This results
in extremely quick and convenient food ordering for customers and increased revenue
streams for restaurants. The company can also have a twin partnership with stores or cloud
kitchens and delivery fleet. For restaurants, the incentive to get on board the company’s
platform is to get access to a wider customer base in their area, access to an efficient
delivery fleet, availability of business metrics and finally customer feedback through the
application. The revenue of the company includes the commissions it receives from the
store/cloud kitchen on each delivery, the delivery charges paid by the customer, advertising,
its own restaurants, affiliate income by referring credit cards to its customers and its cloud
kitchen services. It usually charges a 15–24% commission on the order bill amount received
by the restaurant.

Net Zero target

Though being hyperlocal, we can also contribute from our side towards Net Zero emissions
by operating a fleet which entirely runs of EVs (Electric Vehicles). Alternatively, solar
power could also be harnessed for our fleet solutions. If this couldn’t be done in-house, we
can tie up with companies such as Terrago which already offer emission-free fleet
solutions.
Future scope
Connecting human milk banks in nearby locations and offering supreme hygiene and care
while delivering milk to premature babies or to babies with moms who are sick and unable
to breastfeed.
The app acts as a 2-way delivery partner for milk banks – donor <> bank and bank <>
consumer.

Recommendations

This paper therefore discusses the problems and needs of modern age parents and
also addresses their various needs.

For instant or regular delivery at a set time interval, a hyperlocal delivery model
can be made use of. Of the various hyperlocal delivery models available, the aggregator
model is suggested to be the best model to delivery baby needs, baby and children’s food,
either to home or school regularly or even milk from human milk banks for premature
infants or infants with special dietary needs.

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To be more climate and environment conscious, this paper also suggests to make
use of solar powered or electric vehicles for delivery.

References

1. https://www.ibef.org/industry/retail-india.aspx
2. https://jungleworks.com/hyper-local-versus-e-commerce/
3. https://yourstory.com/2021/10/rise-hyperlocal-ecommerce-india/amp
4. https://www.emerald.com/insight/content/doi/10.1108/JAMR-06-2020-0104/full/html
5. https://onlinelibrary.wiley.com/doi/abs/10.1002/9781119752134.ch29
6. https://link.springer.com/chapter/10.1007/978-981-16-2838-2_2
7. https://mindster.com/hyperlocal-delivery-business-model/
8. https://www.storehippo.com/blog/top-5-baby-products-multi-vendor-marketplaces-in-
india
9. https://oyelabs.com/hyperlocal-delivery-business-model/

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Emergence of Retail Pharmacy Chains and its impact on the People’s

Health
Sreeraman Nandhi
Assistant Professor, DJ Academy For managerial Excellence

Abstract
Over the past one decade the organized retail pharmacy space is growing steadily. Also
more and more number of people is turning towards the modern retail pharmacy chains to
buy their medicines and health care needs, this can be attributed to various factors like,
cleanliness, availability of wide variety of products, ease of transaction using digital
platforms, additional services at no extra cost, discounts offered by these retail pharmacies,
location of these retail pharmacy stores in an easily accessible prominent locations,
availability of medicines and other healthcare products in adequate quantity, also
availability of house hold medical devices, etc.

Introduction
In the past people use to visit the traditional medical shops most of the time after
visiting the physician to buy the prescribed medicines, the scenario was the same in both
urban and rural areas. Later as more and more people started migrating from rural areas to
urban areas in search of livelihood; many of them are known to have stressful life styles
because of unhealthy foods, sedentary life style, working at different countries time zones,
etc. As a result life style diseases like diabetes, heart disease, obesity, etc., started showing
up among the many people irrespective of their age, including the kids. Therefore the focus
among many people especially in the urban areas has shifted towards preventive healthcare
because people have started to understand the importance of good health and how to
achieve that by various means.
Further to add, improvements in the medical infrastructure, considerable growth of middle
class households, penetration of health insurance, etc. are significantly affecting the growth
of the retail pharmacy sector.

In the recent past people started visiting pharmacies not only to buy prescription
drugs but also to buy health care products like immunity boosting products, food
supplements, household medical devices, etc. Looking at the prevailing market opportunity
both domestic and international players started expanding their product portfolio by adding
preventive healthcare products.

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There is always an increase in demand for quality healthcare products; this in turn
is driving the growth of the organized retail pharmacies in India.

Background
Indian pharmaceutical market is driven by quality and low cost production. Over
these years there has been a paradigm shift, the medical shops in the crowded
neighbourhoods are being replaced by large format retail pharmacies promoted by
organized players. The entry of the organized players like Apollo pharmacy, med plus, etc.
Is changing the existing business format of the pharmacy
The modern retail pharmacy chains provide better consumer experience. They offer value
added services like air-conditioned retail outlets, extended working hours, free door
delivery, personal care, etc.

Modern retail pharmacy sector is contributing to the society by providing more job
opportunities.

Problem
There has been an increase in the number of people, who suffer from life style
ailments on a day to day scenario. Therefore more and more people are going to visit the
pharmacies to buy their prescription based drugs to get cured. This in turn will help in the
expansion of the retail pharmacy market.
Pharmacy retailing requires huge capital because the store has to be set up in
strategic location; margins and prices are already fixed by the regulatory bodies, high
operational costs

Retail pharmacy sector is considered as the sunrise industry in India. We can see
many players entering this sector including independent entrepreneurs, big business groups,
and corporate houses from other sectors that don’t have pharmaceutical or healthcare
background.

In addition to their offering of a range of reliable and quality products, retail

pharmacy chains are witnessing the growth of private label brands, this can be a concern.
Most of these private label brands operate in the areas of wellness and beauty category and
also in the prescription medicine category (Medicines used to treat diabetes & heart disease,
vitamins, etc.). Private labels offer huge margins ranging from 40% to 50% when compared
10% to 25% offered by the branded products manufactured by reputed world class

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companies adhering to good manufacturing practice and FDA norms of both domestic and
international standards. But what will be the quality standard of private label products?
Especially those medicines which are supposed to treat chronic diseases?

In general people are loyal to retail pharmacy chains. This becomes a win –win
situation for the pharmacies and the consumers.

Present day consumer is visiting the retail pharmacy store as a one stop solution for
their health related needs. Ranging from buying healthcare products to availing basic
health checkup and diagnostic tests like blood pressure checkup and blood sugar checkup.
Even at times taking a flu vaccine shot.

Even though retail pharmacy sector provide socio-economic benefit to the society by
providing jobs does they employee the right people as primary care providers?

Do retail pharmacy stores attract customers because of the discounts they offer?

Why retail pharmacy chains have not penetrated the rural markets, does it require a different
model compared to the urban market?

Proposed Solution:
1. Pharmacy council of India should regulate the employment of primary care workers
in the retail pharmacy sector.
2. There should be a regulatory body to check the quality of the private label brands
3. There should be cap fixed by the regulatory body with reference to the discounts
offered.

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Self Service Technology: Digital Experience of Consumers - A Case

Study
R Suresh Babua, R Rajesh Kannanb, MA Bilal Ahmedc, S Vasanthab* and SThameemul
Ansarid*
a
Commerce Department, Sir Theagaraya College, Chennai
b
School of Management Studies, Vels Institute of Science, Technology and Advanced Studies, Chennai
c
Department of Commerce (Finance & Accounts), Islamic College, Vaniyambadi
d
PG and Research Department of Commerce, Islamiah College, Vaniyambadi
Abstract
Self Service Technology determines the routine work of businessmen and commoners as
well. In the competitive world, to remain in the existence of business, usage of Self Service
Technology has become essential. No industry in the world can go unnoticed the self
service technology as it causes severe impact on digital economy. Today, people prefer to
buy anything without the presence of any human being. It is because self service technology
assists the people in each and every respect. Users also have fruitful experiences while
using Self Service Technology in many business establishments, Industry, Government
Organization, Banks etc. In this study, researcher has conducted the quantitative and
qualitative case study on Self Service Technology and Digital Experience of Consumers.
Totally, survey was conducted on 125 people frequently using Self Service Technology.
Both Primary method and Secondary method of data collection were made. Purpose
sampling method was used in the study.
Keywords: SST, LISREL, Professed Ease of Use, Professed Security and Trust.

Introduction
In the emerging trend of digital economy, application of self service technology is
getting frequented. As we know, Self Service Technology is regarded as a tool to drive
users to avail variety of services without coming to contact with any service providers. In
other words technology, that empowers the consumers to complete and manage a
transaction or gather information without the involvement of employees. Gone are the days
when, people had the only option of doing anything through the assistance of someone.
Self Service Technology revolutionizes the world of commerce and industry. Ill-fated lives
of users are vanished by the emergence of Self Service Technology. This influences the
consumer’s tastes and preferences. Transactions by way of Self Service Technology
become convenient, faster, quicker and with more accuracy. It provides consumers with

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services that replace the face to face interaction with independently changed customer
interaction.

Concept of SST
The modern era is consumer centric and makes the lives of consumers easier, more
convenient and flexible due to the presence of latest technologies. One among many
important benefits of Self Service Technology is that aiming at reducing the processing
time of transactions and waiting time of consumers. The concept of Self Service
Technology is to use the most prevalent technologies as and when they are invented that
will lead to increase the satisfaction of consumers. Today, many industries get influenced
by the application of SST. Even vendor running small shops are not exceptional to this.
Intensive use of Self Service Technology has achieved many milestones and ensures that
reduction in the chances of failure. Likewise, companies are exposed to many challenges
while managing and implementing effective Self Service Technology.

Self Service Technology from Consumer’s Perspective

Self Service Technology has come to decide the lives of people of different walks
of life. Dominance of Self Service Technology begins not only from commercial
transactions offered by business houses but also governing the personal life of people.
Today, many transactions are done via digital platforms. The level of trust on Self Service
Technology has started increasing forever. Nonetheless, Self Service Technology has
become part and parcel of every human being as well as business establishments. Consumer
experiences the benefits arising due to the usage of Self Service Technology. They have
come across invisible experiences in terms of Professed Ease of Use, Professed Usefulness
and Professed Security. With the emergence of latest technology all over the world, people
from different countries evenly use the Self Service Technology in many forms. Banking
transactions also are processed within a fraction of while and reduces the inconvenience of
consumers. People hailing from in and around villages also are well aware of Self Service
Technology as people over there have started using the Self Service Technology after
getting to know it’s perceived benefits.
Objectives of the Study
1. To examine the digital experience of consumers so far as the adoption of Self Service
Technology
2. To explore the variables of Professed Ease of Use, Professed Security and Trust
immensely promoting digital experience to consumers.

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Statement of the Problem

Even as there are plenty of benefits being accrued to consumers by dint of
application of Self Service Technology, Still there are real time challenges and concerns
via the constant usage of Self Service Technology. The challenges and concerns include
security issues and existence of malware transactions. While handling cash related
transactions, amount is deducted from the client account and dealer remains unpaid. Some
industry finds it difficult to put SST in place as it consequently disrupts consumers.
Moreover, consumers prefer offline mode of payment over online mode of payment due to
security reasons. Degree of reliability also is a matter of serious concern and forces the
consumers to use offline mode of transaction in some specific cases. Self Service
Technology is user friendly in case of the people having high literacy. Therefore, people in
villages face some real time challenges due to the way SST has been designed by the
experts.

Scope and Significance of the Study

This study highlights the digital experience of Consumers by using Self Service
Technology. Self Service Technology is getting indispensable as it directly and indirectly
adds values to consumers. In these days, many transactions are opted for digitally because
of the existence of Self Service Technology. Business houses in large numbers promote
their businesses through the adoption of Self Service Technology. Ticket also can be
booked online and through mobile phones. Payments also are made with the assistance of
Self Service Technology. Businesses also think of permanently managing and
implementing Self Service Technology as they are likely to face stiff competition in the
market. To survive in the long run, adoption of Self Service Technology is the one and only
option to any form of business. People of today want to have convenience and flexibility
while doing anything in their day to day life. Gone are the days when people used to have
offline mode of shopping but today due to the presence of technology, everything is gotten
at the doorsteps of consumers. Even, government establishments also want to do benefits
to the consumers as they are exposed to the risk of competitions. They have improved the
service quality as that of private organizations. Therefore, this research paper attempts to
highlight the digital experience of consumers while using self service technology. Three
variables only are taken into consideration to measure the digital experience of consumes.
They include professed ease of use, professed security and Trust.

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Review of Literature
Maryam Barkhordari et al. (2017) reiterated that the presence of the trust in Self
Service Technology has influenced many industries. The underpinning shortcoming of
internet banking systems is the customer's thought of protection against the difficulties and
trust. This research work emphasizes on key factors affecting confidence in Iran's self-
service technology systems. A potentially decisive set of trust elements is fostered and
grouped into three main groups. Methodological transactional methods, Admittance to
guiding principles and ease of use. Empirical studies assess the direct impact of
determinants on confidence and their indirect impact on perceived security. Data is
collected from customers in several industries in Iran. This shows that both perceived
security and trust have a positive effect on the use of electronic settling systems. The results
show that technical and transactional procedures and Admittance to guiding principles are
the most influential factors in recognizing customer trust. The results are further compared
with those from analogous topical studies. The results provide decision makers with a guide
to developing the right elucidation that can facilitate the espousal of electronic settling
systems.
Muhammad Shahid Iqbal et al. (2018) propagated that Quality of service has been the
subject of extensive research for decades, but is now emerging in the form of self-service
technology (SST), where customers interact with their business and are positive: It has a
great influence on how to produce good results. Therefore, the main purpose of this work
is to investigate how technology-enabled services, or SSTs, affect customer satisfaction,
loyalty, and behavioral intent in Pakistan's service sector. Data was collected from 238 SST
users through an online survey. Structural equation modeling using the LISREL program
is applied to test the model. The results of this study show that there is a constructive and
significant affiliation between the usefulness and ease of use of SST and behavioral intent
through customer satisfaction. These results provide insights for Pakistan's service sector
to invest in new technologies to improve their professed utility and ease of use, loyalty and
intent.
Norhayati Omar, et al. (2019) made a study titled the force of worker enthusiasm,
professed utility, and professed ease of operation on worker presentation of preferred civic
sector human resources. "Employees designated from civic sector positions were consulted
to investigate and scrutinize aspects that contribute to their recital level. In this case, the
variables that are not dependent on anything are motivation, perceived benefit, and
professed ease of use. The reliant variable is worker recital. The survey was spread to 201
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respondents interviewed in the public sector. The results show that there is a optimistic and
momentous connection between the performance of all sovereign variables and the reliant
variable, employee performance.
Yoon, C., & Choi, B. (2020) highlighted in their investigation that although much
research has been done on putting to use Self-Service Technology (SST), but petite is
identified concerning the meaning of the circumstances to the operation of SST in terms of
ease of use, safety, and usefulness. In this study, we proposed a context-dependent structure
and delved the task of the structure in the exercise of SST. For empirical analysis, research
models have been developed that combine context-sensitive variables with the professed
utility and professed ease of use of the most commonly used machinery recognition
representation variables in SST studies. On the whole 213, legitimate information was
unruffled through the questionnaire and analyzed using positive aspect analysis and path
analysis with structural equation modeling. The results showed that situational reliance
prejudiced consumer attitudes along with perceived ease of use and perceived usefulness,
and that situational dependence had a strong influence on intent to use. This inspection
extends strategic insights for practitioners to facilitate SST adoption.
Dehghanpouri, H., Soltani, Z. and Rostamzadeh, R. (2020) evaluated through
their study sheds light on Identify precursors to trust, privacy, and quality of service that
affect customer satisfaction. In the context of self-service technology, you can contribute
to the theory related framework of customer satisfaction. The findings have a practical
impact on marketing managers and practitioners who make strategic plans and execute
tools to improve the output or performance of self-service technology systems. In addition,
customer satisfaction is associated with the success of self-service technology systems as a
result of trust, privacy, and quality of service. This study provides new insights into Iran's
taxpayer intent regarding self-service technology.

Research Methodology
Quantitative and Qualitative Case Study methods have been put to use in the
research article. Exploration of data also has been carried out with using specific statistical
tools in SPSS and AMOS apart from describing the study qualitatively. Digital Experience
of Consumers has been measured in terms of five point likert scale and each variable is
adequately explained so as to have underpinning for research model of this work.
Researcher has made an attempt to depict different aspects of Self Service Technology
which give unique experiences to consumers in digital platform. Mutually first hand and
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second hand information of data were used to accomplish the goals of research. Totally,
125 users of SST were interviewed at various locations in Chennai city. In this regard, well
constructed questionnaire were distributed among the users of SST. After getting back the
filled in questionnaire, data were processed statistically. Furthermore, purpose sampling
technique was adopted in the research work as this is of a case study.

Research Model
One Sample t Test
One Sample t Test was applied to find whether or not is there any statistical
difference between the mean score of the variables and hypothesized value. Three variables
in connection with the study have been measured such as Professed Ease of Use, Professed
Security and reliability. In order to find whether any significant difference witnessed
between mean score of three variables and target value, the following hypotheses were
framed:
H1: Mean values of three variables such as Professed Ease of Use, Professed Security and
Trust are significantly different with Target Value.
Table 1: Single Sample t Test for Self Service Technology and Digital Experience of Consumers
t df Mean Difference p values
Professed Ease of Use 23.236 124 4.16000 p<.01*
Professed Security -21.060 124 -4.21600 p<.01*
Trust -26.081 124 -3.56000 p<.01*
*significant at 1% level
From the above table, it is found that all the three values viz. Professed Ease of Use,
Professed Security and reliability whose t values stood at 23.236, -21.060 and 26.081
respectively. In all the three cases, the mean scores are significantly different with the target
value (15). Therefore, the formulated hypotheses i.e. “Mean values of three variables such
as professed Ease of Use, professed Security and Trust are significantly different with
Target Value” is accepted at 1% level of significance. In other words, it is understood by
the fact that consumes really experiences SST in terms of professed Ease of Use, professed
Security and Trust.

Bi-variate Correlation
In order to find the relationship among three variables such as Professed Ease of
Use, Professed Security and Trust, Bi-variate Correlation was used. Bi-variate Correlation
helps to ascertain the close relationship in terms of its values. In order to find the

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relationship among the three variables, the researcher has developed the following
hypotheses
H2: There are relationship witnessed among three variables such as Professed Ease of Use,
Professed Security and Trust.
Table 2: Bi-variate Correlation for Self Service Technology and Digital Experience of Consumers
PEU PS TR
Pearson Correlation 1 .024 .177*
Professed Ease of Use p score .791 .048
N 125 125 125
Pearson Correlation .024 1 .262**
Professed Security p score .791 .003
N 125 125 125
Pearson Correlation .177* .262** 1
Trust p score .048 .003
N 125 125 125
* Significant at the 0.05 level (2-tailed).
**Significant at the 0.01 level (2-tailed).
From the above table, it is believed that Bi-variate correlation was applied to find
whether or not any relationship witnessed among three variables Professed Ease of Use,
Professed Security and Trust. Upon seeing the results through bi-variate correlation, the
inference is drawn that positive correlation is witnessed between Professed Ease of Use and
Trust where correlation value is .177 which is significantly different at 5% level of
significance. Therefore, the formulated hypothesis i.e. “Professed Ease of Use and Trust
are correlated with other” is accepted at 95% confidence level. However, Trust and
Professed Security between which, significant relationship witnessed where correlation
score is .262 which is significant at 1% level. Therefore, formulated hypothesis i.e.
“Professed Security and Trust are correlated with other” is accepted at 99% confidence
level. Finally, no correlation is witnessed between Professed Security and Professed Ease
of Use where p value is greater than .05. Therefore, formulated hypothesis i.e. “Professed
Ease of Use and Professed Security are not correlated with other” is accepted at 95%
confidence level

3. Structural Equation Model

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SEM was used to find the underlying relationship between Observed Variable and
Unobserved Variables. In this research, there are two latent variables (Professed Ease of
Use and Professed Security) while one observed variable (Trust). In order to prove the
underlying relationship among the research model being described by three variables
(inclusive of both latent constructs and manifest construct), the following hypothesis has
been framed:
H3: There exists underlying relationships between latent constructs (Professed Ease of Use
and Professed Security) and Manifest Construct (Trust).

The above figure helps to portray the underlying relationship among three important
variables like Professed Ease of Use, Professed Security and Trust where Professed Ease
of Use and Professed Security are latent constructs and have sub variables. Professed Ease
of Use has five sub variables viz. Transaction is done promptly (PEU1), Availability of
many options (PEU2), Simple to use (PEU3), All time services (PEU4) and Flexibility
(PEU5). Likewise, Perceived Security is represented by three variables such as Improvised
Technology, Round the clock security and Less possibility of malicious transactions. As a
whole, p values are less than .05, results are significant and underlying relationships
between Professed Ease of Use, Professed Security and Trust are proved to be true.

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Table 3: Model Fit Summary

Label CMIN/DF RMSEA GFI AGFI CFI TLI NFI IFI
Cut-off Value ≤ 5.00 ≤ 0.080 ≥ 0.95 ≥ 0.90 ≥ 0.90 ≥ 0.90 ≥ 0.950 ≥ 0.950

Test Result 4.272 .065 .952 .912 .915 .910 .954 .969

Estimates also corroborate whether there is underlying relationship between latent

constructs and Manifest construct. The overall model is ideally fit due to the presence of
test estimates which are within the prescribed limit of cut off values.

Findings
• One sample t test was applied to find whether or not any significant difference
witnessed between mean score of three variables and test value. In all the three cases,
the mean scores are significantly different with the target value (15). Therefore, the
formulated hypotheses i.e. “Mean values of three variables such as Professed Ease of
Use, Professed Security and Trust are significantly different with Target Value” is
accepted at 1% level of significance. In other words, it is understood by the fact that
consumes really experiences SST in terms of Professed Ease of Use, Professed Security
and Trust.
• In addition to this finding, another finding was made by using bi-variate correlation.
Based on the result, it is found that positive correlation is witnessed between Professed
Ease of Use and Trust where correlation value is .177 which is significantly different
at 5% level of significance. Therefore, the formulated hypothesis i.e. “Professed Ease
of Use and Trust are correlated with other” is accepted at 95% confidence level.
However, Trust and Professed Security between which, significant relationship
witnessed where correlation score is .262 which is significant at 1% level. Therefore,
formulated hypothesis i.e. “Professed Security and Trust are correlated with other” is
accepted at 99% confidence level. Finally, no correlation is witnessed between
Professed Security and Professed Ease of Use where p value is greater than .05.
Therefore, formulated hypothesis i.e. “Professed Ease of Use and Professed Security
are not correlated with other” is accepted at 95% confidence level.
• Using Structural Equation Model, underlying connection between latent constructs and
manifest construct have been proved. Based on the estimates of SEM, it is found that p
values are less than .05, results are significant and underlying associations between
Professed Ease of Use, Professed Security and Trust are proved to be true.

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Suggestions
After having seen the findings of the study, users of Self Service Technology are
constantly rising due to Professed Ease of Use, Professed Security and Trust. Still people
are reluctant to regularly use the Self Service Technology due to inadequate security
measures. Exposure to risk is serious cause of concern due to which, some people do not
resort to any transactions assisted by self service technology. The business houses and
industry should use latest updated software in order to extend security to their customers.
Similarly, any transactions through SST should be covered under legal framework. So that
consumers will have better experience as and when they do anything via SST. Number of
uses also should be increased as it may increase the users in the years to come. Experts
those who design the software should simplify the process of using the SST thereby getting
the consumers benefitted.

Conclusion
People are accustomed to using self service technology. World is dominated by
digital economy wherein consumers should adhere to Self Service Technology. Even
government at the state and centre also suggest the paperless economy as it protects ecology
and deforestation. With the emergence of latest technology, consumers avail the services
without depending on others. Therefore, the solution is Self Service Technology. This paper
has elaborated three variables close to Self Service Technology such as Professed Ease of
Use, Professed Security and Trust. All the three elements signal a kind of unique digital
experience to consumers.

References

1. Cunningham, L. F., Young, C. E., & Gerlach, J. H. (2008). Consumer views of self-
service technologies. The Service Industries Journal, 28(6), 719-732.
2. Davis, F. D. (1989). Perceived usefulness, perceived ease of use, and user acceptance of
information technology. MIS Quarterly, 13(3), 319. doi:10.2307/249008.
3. Dehghanpouri, H., Soltani, Z., & Rostamzadeh, R. (2020). The impact of trust, privacy
and quality of service on the success of E-CRM: The mediating role of customer
satisfaction. Journal of Business & Industrial Marketing, 35(11), 1831-1847.
4. Doan, T. T. (2020). Factors affecting online purchase intention: A study of Vietnam
online customers. Management Science Letters, 2337-2342.
doi:10.5267/j.msl.2020.3.001.

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5. Khuhro, R. A., Qureshi, Q. A., Humayon, A. A., Tahir, S., & Khan, A. (2016). Factors
affecting adoption behavior for tablet device among computer users in
Pakistan. Management Science Letters, 723-734. doi:10.5267/j.msl.2016.11.002.
6. Layegh, M. A., Rozan, M. Z., Moradi, K., & Osmani, M. (2017). Using AHP method to
evaluate E-paymEnt system factors influencing mobile banking use in Iranian
banks. International Journal of Business Information Systems, 24(4), 511.
7. Lee, H., & Lyu, J. (2019). Exploring factors which motivate older consumers’ self-service
technologies (SSTs) adoption. The International Review of Retail, Distribution and
Consumer Research, 29(2), 218-239. doi:10.1080/09593969.2019.1575261.
8. Liljander, V., Gillberg, F., Gummerus, J., & Van Riel, A. (2006). Technology readiness
and the evaluation and adoption of self-service technologies. Journal of Retailing and
Consumer Services, 13(3), 177-191. doi:10.1016/j.jretconser.2005.08.004.
9. Lim, S. H., Kim, D. J., Hur, Y., & Park, K. (2018). An empirical study of the impacts of
perceived security and knowledge on continuous intention to use mobile Fintech payment
services. International Journal of Human–Computer Interaction, 35(10), 886-898.
doi:10.1080/10447318.2018.1507132.
10. Mutahar, A. M., Daud, N. M., Thurasamy, R., Isaac, O., & Abdulsalam, R. (2018). The
mediating of perceived usefulness and perceived ease of use. International Journal of
Technology Diffusion, 9(2), 21-40. doi:10.4018/ijtd.2018040102.
11. Omar, N., Munir, Z. A., Kaizan, F. Q., Noranee, S., & Malik, S. A. (2019). The impact
of employees motivation, perceived usefulness and perceived ease of use on employee
performance among selected public sector employees. International Journal of Academic
Research in Business and Social Sciences, 9(6). doi:10.6007/ijarbss/v9-i6/6074.
12. Scheling, D., &Antinoja, R. (2019). The Effects of E-payment methods on Online
Purchasing Cancellation: An empirical study on Swedish consumers’ perception of trust
and security in e-payments (Dissertation).
13. Shahid Iqbal, M., Ul Hassan, M., & Habibah, U. (2018). Impact of self-service
technology (SST) service quality on customer loyalty and behavioral intention: The
mediating role of customer satisfaction. Cogent Business & Management, 5(1), 1.
14. Yomas, J., & Kiran, C. (2018). A critical analysis on the evolution in the E-payment
system, Secuiry risk, threats and vulnerability. Communications on Applied
Electronics, 7(23), 21-29. doi:10.5120/cae2018652800.
15. Yoon, C., & Choi, B. (2020). Role of Situational Dependence in the Use of Self-Service
Technology. Sustainability, 12(11), 4653. https://doi.org/10.3390/su12114653.
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Strategic Decision of Implementing E-Crm by Kotak Mahindra General

Insurance Company for its Effective Business Operation and Business
Growth
S Lokesh, S Vasantha and Menaga Lokesh
Vels University, Chennai
Abstract

There is no successful business without an effective relationship between the Company and
Customers. We could see in recent years our direct involvement is getting diminished in
terms of connecting with service providers. Whereas it's more of digital relationship we
maintain, that is either through the computer or through telephone. Earlier when there was
not much technology development and whenever there is a query or dispute, we physically
go and meet the concerned executives to get it resolved. Most of the time our disputes
would have been resolved only by the effective relationship, we had built it gradually over
the years and there was always a personal touch. Whereas in the digital era it's more of only
digital communication between the company and the customers. The challenge that the
insurance industry faces or any other industry for that matter confronting to maintain the
balance of advancing technology and how effective that we utilize to keep up with
customers relationship as well the business growth. We will be studying the strategic
decision of Kotak Mahindra General Insurance Company Ltd., of implementing E-CRM,
to overcome the challenges it has faced in the market and how it backend and support its
business growth.

Keywords: E-CRM, Insurance, Kotak Mahindra, Strategic Decision

Introduction

Kotak Mahindra General Insurance Co. Ltd. is a Mumbai-based general insurance

company. It sells non-life insurance such as auto, health, and home insurance, among other
things. In April 2015, the Insurance Regulatory Development Authority of India (IRDAI)
granted Kotak General Insurance a license to undertake a general insurance business in
India.

In India, Kotak General Insurance offers a variety of general insurance plans, which are
listed below:

• Car Insurance

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• Two-Wheeler Insurance
• Health Insurance
• Home Insurance
• Fire Insurance
• Marine Insurance
• Liability Insurance
• Miscellaneous Insurance

In April 2015, Kotak General Insurance received the license to start the business and since
then it has had a national footprint of 19 branches spread across India as of September 2020.

The Internet is becoming increasingly significant in business; many businesses see it as a

way to cut customer service expenses, strengthen client relationships, and, most
importantly, tailor marketing messages and enable mass customization. Companies are
adopting E-CRM because it enhances customer loyalty and retention by boosting customer
happiness, which is one of the goals of E-CRM. E-loyalty benefits online retailers in the
long run since it lowers the cost of acquiring new customers while also increasing customer
retention. The trend of the forthcoming Internet can be considered as the cornerstone of
what we know as E-CRM today, along with the introduction of sales force automation
(SFA), where electronic methods were utilized to acquire data and analyze client
information.

Source: SPEC INDIA

There Are Three Steps in the Life Cycle of the E-CRM Process
• Data collection: Information on customers' preferences via the website, email, and
questionnaire, both actively (answer knowledge) and passively (surfing record).
• Data aggregation: Filter and analyze data to meet the needs of the company's customers.
• Customer interaction: The organization provides appropriate feedback to customers
based on their needs.
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• E-CRM is described as actions that use the Internet, web browsers, or other electronic
touchpoints to manage client relationships. The goal is to provide communication and
information on the correct topic, in the right amount, and at the right time to meet the
individual demands of the consumer.

Strategy components

Enterprises integrate their customer information, there are three E-CRM strategy
components:

• Operational: Because of sharing information, the processes in business should make

customer's needs as first and seamlessly implement. This avoids multiple times bother
customers and redundant process.
• Analytical: Analysis helps the company maintain a long-term relationship with
customers.
• Collaborative: Due to improved communication technology, different departments in
the company implement (intraorganizational) or work with business partners (inter-
organizational) more efficiently by sharing information. (Nenad Jukic et al., 2003).

Factors to be Considered Before Implementation of e- CRM

• Organization Objectives
• Focus on All Business Aspects
• Define the Business Problem
• Establishing Proper Metrics
• Business Processes not Technology
• Implement Change
• Using Skilled Managers
• Choose the Right Vendors
• Ease of Usage

Implementation of e-CRM
Several CRM software packages exist that can help companies in deploying CRM
activities. Besides choosing one of these packages, companies can also choose to design

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and build their solutions. To implement CRM effectively, one needs to consider the
following factors:

• Create a customer-focused culture in the organization.

• Adopt customer-based managers to assess satisfaction.
• Develop an end-to-end process to serve customers.
• Recommend questions to be asked to help a customer solve a problem.
• Track all aspects of selling to customers, as well as prospects.

e- CRM solutions are more effective when they are integrated with the company's other
information systems. For example, a transaction processing system (TPS) can analyze data
in real-time and send it to the sales and finance departments to quickly and precisely
recalculate inventory and financial status. Once this data is given back to the CRM software
and services, customers may be unable to place an order because they believe an item is in
stock when it is not.

Background

Kotak Mahindra General Insurance Company Ltd. is a full subsidiary of India’s

renowned growing bank, Kotak Mahindra Bank Ltd. Kotak Mahindra General Insurance
was established to service the growing non-life insurance segment in India. The Kotak
Mahindra Group is one of the leading financial services conglomerates in India and
received its banking license from the Reserve Bank of India (RBI) in February 2003.
The company aims to cater to a wide range of customer segments & geographies,
offering an array of non-life insurance products like Motor, Health, etc.
As a practice, the company seeks to provide a differentiated value proposition
through customized products & services leveraging state-of-the-art technology & digital
infrastructure.
As of today, they have settled 1.5 lakhs of claims at the settlement of 98% with over
48 lakhs customers.
Since they are a new entrant to the market, the strategy and other preparation as to
be more effective to play in the market competitively
Challenges

Kotak General is not in the insurance league from the early stage they were the 29th
entrant in the General Insurance Industry and having the label of Kotak Bank’s subsidiary

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it also carried the equal expectation in the market which is not easy as all the insurers played
with different strategies and innovation. The distinct challenge it had carried compared to
the other insurers was its expectation as already their bank proved well-being an effective
banker. Now the actual battle is how to face the competition and come up with innovative
solutions to build customers.

The Following Plots Found and Addressed

• To combine all customer service methods under one roof by combing communication
channels and service-providing channels.
• To implement measurable customer experience framework across the Contact Center,
Online Portals, Emails, online Chats, social pages, direct Walk-ins, SMS, etc.
• To create claims HUB which means one point contact service for claim registration and
claim settlement.
• The customer grievances management, where all the relative complaints countered and
addressed timely.
• The insurance has a regulatory body called IRDAI (The Insurance Regulatory and
Development Authority of India ) where the business operations should be aligned
together.
• Creation of customer leads that are sourced through tele-calling, direct walk-in, posters,
digital marketing, sales representatives, advertisements, etc
• To conduct CSATs and Quality audits to continuously evaluate service quality for
improvement. Thus, enabling continuous learning and improving customer experience.

• To implement a CRM which had its learnings from the General Insurance industry and
which required the least customization and lead time, and a reasonable license cost with
less number of users initially. Thus, providing scalability and cost-effectiveness in the
long run.

To ensure the efficiency of the service representatives and for faster delivery of
responses, KGI was sure that it wanted a single system that could serve their needs. As this
would restrict access to Policy Admin System and avoid users navigating to multiple
systems to provide resolution.

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Proposed Solution

KGI then came up with the solution of implementing E-CRM after analyzing the
importance and the need for it. Then they had approached one of the leading software
companies Talisma. They worked together to understand the actual need of the insurer
along with how efficiently that could also enable business growth.

The following solutions were proposed in their E-CRM system.

• Multi-Channel Capabilities – Talisma has enabled a multi-channel capability at KGI

covering Email, Phone, Chat, and SMS for successfully managing high volumes of
inquiries received by KGI daily.
• 360-Degree View of Customer – One view of Customer for an Agent to handle
different types of requests and queries by displaying data from various KGI systems.
• Service Request Workflows – Talisma has provided workflows to handle simple to
complex service requests such as Contact details change, Claim intimation, etc. with
smooth integration with the KGI core system.
• IGMS Integration – Talisma has implemented IGMS integration for the smooth
flow of new complaints as well as complaint status updates between Talisma and IRDA.
• Quality Assessment – Critical for measuring quality based on parameters specific
to the channels such as Chat/Email/Phone used by Agents. It provides a process to
maintain systematic review for Agents/Supervisors.
• Website Queries/Feedback – All queries/feedback received by KGI on its website
are created and resolved in Talisma Digital Platform.
• Knowledge Base Management – Provides a repository of data required by
Agent/Supervisor with real-time access to do their job much more efficiently.
• Reports

➢ Detailed reports are provided to analyze, identify, and improve processes.

➢ Specific reports are available that uncover patterns that are otherwise tough to see
such as performance reports for each platform, channel, and the blended Agents’ data.
➢ Data points are presented on a dashboard that is easy to use and can help improve
customer experience and consistency of service delivery across channels. Thus,
highlighting shortcomings, service mismatch, improving staff training, and promoting
better interactions.

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Results of Implementing e-CRM

• Tracking resolutions to customers’ needs has become simpler. This has helped KGI
meet and exceed customer expectations.
• Automation and real-time sync of service requests with KGI’s core system have helped
multiply productivity, maintain quality, and improve efficiency.
• 360-degree customer view provides instant access to all the requisite customer
information to enable “first time right” services improving KGI’s reliability amongst
customers.
• Talisma Digital Platform has helped KGI automate customer interaction management
across all touchpoints and all modes of communication.
• Identifying needs more effectively by understanding specific customer requirements as
products are mapped to individual customers in KGI’s implementation of Talisma
Digital Platform.
• Workflow-based and Time-bound assignment of interactions to multiple departments
has helped KGI improve its turnaround time drastically.
• By tracking Claim registrations in Talisma Digital Platform, which is directly integrated
with KGI’s Core Policy Admin System, KGI can offer the best services to its customers,
when they need them

KGI'S Key Results After Utilizing Talisma

Enhanced customer satisfaction, ensuring KGI's positive market reputation continues to

flourish.
• Expanded value from existing KGI clients, as well as cost savings associated with
maintaining and servicing their needs.
• Enhancing KGI's overall efficiency and lowering total service costs.
• Advanced analysis of service trends.
• Standardization was achieved across all touchpoints.
• Data availability for numerous marketing campaigns is improved.
• The quality assessment module provides a transparent picture of agent performance.

Recommendations
The technology is growing at the lightning phase and in parallel, the insurers have
to balance their needs to meet their customer's requirements accordingly. The

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implementation of E-CRM is not just a one-time task. The Software is to be modified day
today as there is a new requirement in the market and whenever there is an alternative
method found to be more effective. Many factors play a part in ensuring that the
implementation of any level of E-CRM is successful. One obvious way it could be
measured is by the ability of the system to add value to the existing business. Four
suggested implementation steps affect the viability of a project like Developing customer-
centric strategies, Redesigning workflow management systems, Re-engineering work
processes, and Supporting with the right technologies. Every Insurers E-CRM differs as
per their company policies and strategies, and they will be no similar to the other insurers.
The basic objective of E-CRM to be always in check should be how effective and how
quickly we respond and address positively to customer's needs.

References

1. Adebanjo, D. (2003). Classifying and selecting e-CRM applications: an analysis-based

proposal. Management Decision, 41(6), 570–577.
2. Tseng, S. M., & Wu, P. H. (2014). The impact of customer knowledge and customer
relationship management on service quality. International Journal of Quality and Service
Sciences, 6(1), 77–96.
3. Long, C. S., Khalafinezhad, R., Ismail, W. K. W., & Rasid, S. Z. A. (2013). Impact of
CRM factors on customer satisfaction and loyalty. Asian Social Science, 9(10), 247–253.
4. https://www.talisma.com/kotak-general-insurance-case-study/
5. https://saylordotorg.github.io/text_emarketing-the-essential-guide-to-online-
marketing/index.html
6. https://en.wikipedia.org/wiki/Kotak_Mahindra_General_Insurance
7. https://www.irdai.gov.in/
8. https://www.fynsis.com/e-commerce-crm/an-overview-of-e-crm-and-its-applications-in-
the-digital-arena/

Abbrevation

KGI: Kotak Mahindra General Insurance Company Ltd.

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Revenue Management in the Indian Hotel Industry:Will Traditional

Marketing Strategies work?
P Ganesana & A Sivakumarb*
a
Professor, Marketing Area, NSB Academy Business School, Bangalore.
b
Professor, Marketing Area, VIT Business School, VIT-Vellore

Abstract

India’s Hotel industry performed well during the first decade of 2000s compared to second
decade. Among the many categorizations of hotels, the star ratings are used to
assessperformance vis-à-vis competitors. Annual hotel rooms demand registered 5.3%
increase during 2010-19 compared to 10.8% during 2000-2009. In terms of supply,
growth was was 4.1% and 10.3% during decade 2000 and decade 2010 respectively (India
Hotels Outlook: Impact of COVID-19, 2020). The Indian hotel industry believed that this
demand and supply gap would reflect in the operating performance of Indian hotel
industry. Industry observers were however wondering as to (a) which category of hotels
witnessing with high, moderate and low performance? (b) How can these hotels in the
category maximize their revenue and (c) Whether traditional marketing strategies would
help them in better performance.

Introduction

The hotel industry as a hospitality subsector has witnessed a strong growth and emerged as
significant revenue contributor to India’s exchequer. The highly fragmented Indian hotel
industry has both the organized and unorganized players in the market. Kerala,
Maharashtra, Gujarat, Rajasthan, and Tamil Nadu are the five leading states housing
maximum percentage of hotels in India. The key markets representing 13 Indian cities
accounted 66 per cent of totalchain-owned / managed / affiliated inventory (Horwath HTL
Report, 2020). The total rooms under branded hotels in India is amounted to 1,44,047 at
the rate of 3.3 per cent growth in the fiscal year 2020-21 compared to 2019-20. However,
it is noted that this per cent is relatively low compared to the past years and low growth is
highly attributes the Covid19 pandemic. Hotel industry is classified using several criteria
like (a) star level – two-star, three-star, four- star, five-star and five-star deluxe; (b) location
viz., resorts, airport models, hotels; (c) Clientele – business-commercial hotels, transient
hotels, boutique hotels, residential hotels, bed & breakfast hotels, casino hotels, suite
hotels, etc.; (d) level of services - Upmarket / Luxury / World-Class Service Hotels, Mid-

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Market / Mid-Range Service Hotels, and Budget / EconomyHotel.

As per IBEF’s Indian Hotel industry 2021 report, industry market size (including the
domestic,in and out bounding) is estimated with US$32 billion during the financial year
2020 and is projected to be US$52 billion by financial year 2027. The total inventory of
all-India chain- affiliated indicated the compound annual growth rate (CAGR) of 6.7%
during FY2015-21 compared to 15.0% and 7.9% during FY2008-15 and FY2001-08.
During FY2015-21, the budget/economy category of hotels witnessed higher growth
(9.1%) than the industry average (6.7%), whereas other category like Luxury (6.3%),
Upper Upscale (3%), Upscale (6.1%), andUpper Midscale (5.8%) recorded lower than the
industry average (Horwath HTL Report).

The hotels have increased their supply (in terms of number of hotels and rooms)
through various models like owned hotels, lease & license, joint venture, management
contracts and franchising. The management of these hotels have managed their supply and
demand across the categories which was lop-sided towards four-star, five star and five-
star deluxe hotels.
Indian Hotel Industry - Drivers of Growth

The hospitality industry in India consists of travel, tourism, hotel, and the restaurant
sub sector. Among these subsectors, hotels play an important role as they provide the
accommodation andfood for the traveller. The hotels sector consists of two major players
– the unorganised independent hotels and the organised branded hotel chains. The
unorganised independent hotels dominate the hotel sector. However, in the past decade,
the trend has been to be organised through branding in this category of hotels. Among the
branded hotel chains, recentlyseveral of them have also been listed in the stock markets.
The keen competition in the brandedhotel chains is between the international brands and
the domestic brands. In terms of price, hotels typically fall under Upscale, Upper
Midscale, Midscale and Economy categories that serve consumers with different levels of
purchasing power. More than 2/3rd of the total hotel rooms is in the top 10 cities in India
namely Mumbai, Delhi NCR, Bengaluru, Kolkata, Chennai, Hyderabad, Pune,
Ahmedabad, Jaipur and Goa. Accor, Carlson, Hyatt, Intercontinental Hotels Group, ITC
Hotels, Lemon Tree Hotels, Marriott, Oberoi Group, Sarovar and Taj represent the top 10
hotel chains in India. These chains represent a mix of national and international brands
with different arrangements. These arrangements for managing hotels include owner-

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operated hotels, hotels under management contracts and franchise. These represents
broadly two major models of hotel operations namely the asset heavy and the asset light
models. Management contracts and Franchise represent asset light models as in this case
the land and building owner differs from the hotel brand and operationsownership. In the
asset light model, chain affiliation is added or withdrawn depending on the nature of
profitability of the arrangement for both the parties i.e. the land/ building owner and the
brand/operations owner. Among the owner-operated hotels, Taj is a leader. Among the
rooms added up to the decade until 2017, international brands namely Marriott, Starwood,
Accor, Carlson, Hyatt, Hilton and Intercontinental Hotels Group were the ones that
increased the maximum room inventory.

The past decade has seen uneven growth in the hotels market. While the growth in
the top metros has been muted, the tier two cities in India have seen a major increase in
supply and demand. Similarly, hotels in the mid segment have seen a greater increase in
supply and demand. Hotels in India cater to various segments like the leisure and business
travel, meetings, conferences and exhibitions, Weddings and social visits, diplomatic
travel, airlines/airline crewand transit travel. Thus, this sector targets both the domestic
and foreign tourists. Foreign tourist arrivals therefore have a significant impact on the
hotel industry. The rise of the middle class and the young population in India is a great
boon for the hotel industry as domestic travel and tourism is dependent on this target
segment as a significant source of disposable income and purchasing power. The Indian
hotel industry has not been accorded the industry status in spite of the huge contribution
they make to the economy through their labour-intensive operations. Finances and
regulations are key bottleneck for new players to establish hotels in India due to the lack
of the industry status. The industry constraints include difficulty in obtaining land, getting
regulatory approvals, securing bank financing, availability of equity capital and work
force shortages. Hotels are a capital-intensive industry and therefore investingin them is
not possible in a big way by any entrepreneur. Therefore, this industry witnesses typically
sees investment from the existing players or from business conglomerates. The three key
revenue sources in the hotel industry are Rooms, Food / Beverages and
Banquets/Conferences. Among these, rooms contribute to about 50% of the total
revenues.

Revenue Management and Operational Metrics in Hotel Industry

Yield or Revenue Management helps hotel managements to allocate the rooms at a

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reasonableprice to maximize their revenue. It involves apportioning rooms to different

customer segments at the right price and right time. This helps in optimizing room
inventory. Dependingon peak demand and low-occupancy periods, rooms are offered to
different consumer segments. Yield Management is assessed as follows:

Revenue realised is the product of actual capacity of room utilised and average actual price
per room (“actual revenue receipts”) from the utilisation of available rooms. Revenue
potential isis a product of actual hotel rooms supply and maximum price charged per
room. The top management of hotel will believe the revenue management strategies as
effective and efficientwhen they look that there is significant percentage change in its
performance metrics.

The traditional and non-traditional industries follow various practices to measure and
managetheir revenue. The traditional industries especially services industries like hotels,
air-lines andrental car industries follows a similar metrics for the revenue management due
to their commoncharacteristics like perishability nature of the service offerings, variability
in its demand, etc. The hotel industry follows three key metrics to measure the
performance and for the revenue management or yield management viz., (i) average
daily rate (ADR) or average price; (ii) occupancy rate or average occupancy ratio (AOR);
and (iii) average revenue per room available(REVPAR). The brief definitions for the three
measures are as follows:
ADR is measured with total revenue from room rentals divided by total number of room
nights sold.
AOR is calculated total number of rooms sold divided by the total number of room
available.
REVPAR is calculated by multiplying ADR and AOR.

Concerns with Industry Observers and way forward

Among the many categorizations of hotels, the star ratings are used to assess performance
vis-à-vis competitors. Annual hotel rooms demand registered 5.3% increase during 2010-
19 compared to 10.8% during 2000-2009. In terms of supply, growth was 4.1% and 10.3%
duringdecade 2000 and decade 2010 respectively (India Hotels Outlook: Impact of COVID-
19, 2020).The all-India hotels chain-affiliated room inventory by category indicates 7.2%
of 2* hotels tothe total 24000 rooms in FY2001 and has increased to 17% of 144047 rooms.
During the sameperiod, 3-star and 4-star category hotels room inventory has gone up to

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25% each from 15.5% and 21.5% respectively. However, the reduction percentage
witnessed 5-star and f-star deluxehotels. On the demand side, there was decline in demand
for rooms with 4-star, 5-star and 5- star deluxe category compared to 2-star and 3-star
hotels. The room demand for 2-star and 3-star has increase from 3% and 17% to 17% and
25% during 2011-12 and 2020-21, whereas the4-star, 5-star and f-star deluxe hotels have
faced the reduction in hotel demand between 7% and 9% during the same period.

All-India hotel data related to total rooms available by star category (Exhibit 1) exhibits
that the 2-star or budget and economy hotel has recorded 9.6 times increase in 2020-21
over 2011-12 which very impressive and significantly high compared to that of 3-star (2.3
times), 4-star (1.2 times), 5-star (1.5 times) and 5-star deluxe (1time). On the demand side,
the rooms occupied (Exhibit 2), 2-star hotel have registered 8.8 times rise in 2020-21
compared to 2011-12, whereas other star hotels recorded similar growth witnessed with
total rooms availability. The average price and maximum price (Exhibit 3 and Exhibit 4)
have increased just by 1 timeonly during the period between 2011-12 and 2019-20 except
2-star hotels (2 time), however there is a sharp reduction in the average price during the
year 2020-21 due to Covid19 pandemic. During this period, the consumer price index (CPI)
has recorded high level of 10.4per cent in 2012-13 and with lower rate of 3 per cent
in 2017-18. There is no specific benchmark for measuring the performance through
metrics, however the rule-of-thumb for average revenue is that a hotel room must earn $1
per night for every $1000 to take decision on invest or lease (McDonald, 2011) and average
revenue per room must be from 3.5 times to 4.5 times annual room revenue (Jan deRoos
and Stephen Rushmore, 2011).

The Indian hotel industry believed that this demand and supply gap would reflect in the
operating performance of Indian hotel industry. Industry observers were however
wonderingas to (a) which category of hotels witnessing with high, moderate and low
performance? (b) how can these hotels in the category maximize their revenue; and (c)
Whether traditional marketing strategies would help them in better performance?

Proposed Solution

Question (a): (a) which category of hotels witnessing with high, moderate and low
performance?

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Average Occupancy Ratio

Low Moderate High

Star Category 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19* 2019/20 2020/21
Five-star Deluxe 59.8% 60.1% 59.9% 61.7% 64.3% 65.0% 66.5% 66.8% 66.5% 31.7%
Five-star 59.1% 55.4% 55.7% 57.2% 61.2% 64.1% 65.9% 65.8% 67.2% 32.7%
Four-star 60.0% 57.9% 59.1% 61.2% 64.2% 66.0% 66.9% 66.9% 66.8% 37.8%
Three-star 56.9% 56.8% 57.9% 59.8% 64.8% 65.2% 65.1% 67.3% 64.6% 35.0%
Two-star 64.8% 59.0% 61.0% 57.7% 60.4% 62.7% 59.1% 61.5% 60.4% 36.0%

Based on the industry average, it is concluded that the performance of 5-star deluxe and 4-
starcategory hotels is high in terms of average occupancy compared to 2-star category, 3-
star and5-star category hotels.

Average Daily Rate

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19* 2019/20 2020/21
Five-star Deluxe 9,189 8,982 8,727 8,815 8,881 10,099 10,260 10,660 10,679 8142
Five-star 6,135 5,881 5,720 5,559 5,484 6,051 6,088 6,280 6,451 5,119
Four-star 4,905 4,691 4,474 4,361 4,424 4,505 4,635 4,713 4,827 3,639
Three-star 3,354 3,252 3,083 3,039 3,155 3,016 3,200 3,371 3,474 2,771
Two-star 1,714 1,849 2,063 2,063 2,122 2,049 2,245 2,524 2,589 1,972

The average daily rate exhibits the 5-star, 4-star and three category hotels are with
low performance compared to 5-star deluxe and 2-star hotels.

Revenue Per Available Room (REVPAR)

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Five-star Deluxe 5495 5398 5227 5439 5710 6564 6823 7121 7102 2581
Five-star 3626 3258 3186 3180 3356 3879 4012 4132 4335 1674
Four-star 2943 2716 2644 2669 2840 2973 3101 3153 3224 1376
Three-star 1908 1847 1785 1817 2044 1966 2083 2269 2244 970
Two-star 1111 1091 1258 1190 1282 1285 1327 1552 1564 710

(b) How can these hotels in the category maximize their revenue?
Actual Revenue
Two-star Three-star Four-star Five-star Five-star Deluxe
2011/12 2809246 28961790 87588585 89264250 67180779
2012/13 3084132 31339524 90367424 89667607 73778148
2013/14 4583986 38648488 98181930 92835600 50241339
2014/15 4614931 43448583 125317696 81161400 40416775

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2015/16 5578738 52249955 127105944 99633312 41420984

2016/17 9036090 54622776 153133960 88320396 66522113
2017/18 23709445 69366400 129562155 92330608 85968540
2018/19 37468780 70494352 110166375 120682760 99713640
2019/20 37496487 75712356 111025827 152295208 86126135
2020/21 17282608 34507263 49141056 60521937 31599102

Potential Revenue

Year 2* 3* 4* 5* 5* Deluxe

2011/12 4151587 34298220 106606290 107015250 86935101

2012/13 4450224 37295190 110883584 108268947 95972376
2013/14 6403804 46395736 121553355 112636200 65796753
2014/15 6447034 52284129 155921536 98973400 52805445
2015/16 7731889 62484653 157704459 121798272 54023112
2016/17 12647880 65815374 189335440 106127516 84320187
2017/18 32358904 82762786 159332100 110833128 108608598
2018/19 49626835 83417968 135060750 144127500 124988148
2019/20 49358064 89181048 135521892 181096968 107917765
2020/21 24460324 42203217 63522816 74945997 42085564

Revenue Management
Year 2* 3* 4* 5* 5* Deluxe
2011/12 0.68 0.84 0.82 0.83 0.77
2012/13 0.69 0.84 0.81 0.83 0.77
2013/14 0.72 0.83 0.81 0.82 0.76
2014/15 0.72 0.83 0.80 0.82 0.77
2015/16 0.72 0.84 0.81 0.82 0.77
2016/17 0.71 0.83 0.81 0.83 0.79
2017/18 0.73 0.84 0.81 0.83 0.79
2018/19 0.76 0.85 0.82 0.84 0.80
2019/20 0.76 0.85 0.82 0.84 0.80
2020/21 0.71 0.82 0.77 0.81 0.75

(c) Whether traditional marketing strategies would help them in better performance?
The traditional Marketing Strategies – Produce, Price, Place and Promotion alone could

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not maximize the revenue for the hotel industry by category especially 2star and 5-star
category. Non-traditional marketing programs – People, Physical Evidence and Process to
be taken intoaccount for the revenue management practices of the hotels.

Revenue Management with 7Ps of Services Marketing

Recommendation

A. Performance Metrics (a) ADR; (b) AOR; and (REVPER) has to be simultaneously for
the revenue management. In order to maximize revenue, the hotel industry has to adopt
the controlling and utilize optimally the available room.
B. For the revenue management, it is not good strategy by applying only traditional
marketing programs – 4Ps. The hotel industry can effectively and efficiently utilize its
human resources (People), Physical Evidence and Process.

Reference

1. Chiang, W. C., Chen, J. C., & Xu, X. (2007). An overview of research on revenue
management: current issues and future research. International journal of revenue
management, 1(1), 97-128.
2. Donaghy, K., McMahon, U., & McDowell, D. (1995). Yield management: an
overview.International journal of hospitality management, 14(2), 139-150.
3. Ivanov, S., & Zhechev, V. (2012). Hotel revenue management–a critical literature
review.Tourism: an international interdisciplinary journal, 60(2), 175-197.

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4. Jan deRoos and Stephen Rushmore (2011). Hotel Valuation Techniques,

https://www.hvs.com/article/5119/hotel-valuation-techniques. Accessed on
02.02.2022.

5. McDonald, B. (2011). Canadian Monthly Lodging Outlook. Retrieved

fromwww.hvs.com/Library/Articles/
6. Lieberman, W. H. (2003). Getting the most from revenue management. Journal of
Revenueand Pricing Management, 2(2), 103-115.
7. Sanchez, J. F., & Satir, A. (2005). Hotel yield management using different reservation
modes. International Journal of Contemporary Hospitality Management, 17(2), 136-
146.
8. 2021 INDIAN HOSPITALITY TRENDS & OPPORTUNITIES.
https://hotelivate.com/wp- content/uploads/2021/09/Hotelivate_TO_2021.pdf.
Accessed on 20.01.2022.
9. HVS India Hotels Outlook: Impact of COVID-19. https://www.hvs.com/article/8902-
HVS- India-Hotels-Outlook-Impact-of-COVID-19. Accessed on 22.01.2022.
10. THE INDIAN HOTELS COMPANY LIMITED.
https://www.bseindia.com/downloads/ipo/LetterofOffer_ 181120211446.pdf.
Accessed on 02.02.2022.

Exhibit 1. Total Rooms available by hotel category

Hotels Category Rooms
Year
2* 3* 4* 5* 5* Deluxe Available
2011-12 2529 15176 29762 24619 12225 84313
2012-13 2828 16966 33272 27522 13667 94255
2013-14 3642 21652 37132 29139 9612 101177
2014-15 3877 23908 46955 25524 7431 107695
2015-16 4352 25556 44752 29686 7254 111600
2016-17 7034 27778 51503 22771 10134 119219
2017-18 17871 33298 41784 23013 12599 128565
2018-19 24138 31073 34940 29206 14003 133359
2019-20 23978 33736 34433 35130 12128 139406
2020-21 24345 35579 35724 36156 12244 144047
Source: 2021 Indian Hospitality Trends & Opportunities 2021

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Note: Hotelivate conducts survey with 13 major hotel markets in India and presents the
presents the Indian hotel industry performance by star category.

Exhibit 2. Rooms Occupied by hotel category

Room Occupied
Year 2* 3* 4* 5* 5* Deluxe
2011-12 1639 8635 17857 14550 7311
2012-13 1668 9637 19264 15247 8214
2013-14 2222 12536 21945 16230 5757
2014-15 2237 14297 28736 14600 4585
2015-16 2629 16561 28731 18168 4664
2016-17 4410 18111 33992 14596 6587
2017-18 10561 21677 27953 15166 8379
2018-19 14845 20912 23375 19217 9354
2019-20 14483 21794 23001 23608 8065
2020-21 8764 12453 13504 11823 3881
Source: 2021 Indian Hospitality
Trends & Opportunities 2021;
Authors Calculation

Exhibit 3. Average Price per room by hotel category

Year 2* 3* 4* 5* 5*
Deluxe
2011-12 1,714 3,354 4,905 6,135 9,189
2012-13 1,849 3,252 4,691 5,881 8,982
2013-14 2,063 3,083 4,474 5,720 8,727
2014-15 2,063 3,039 4,361 5,559 8,815
2015-16 2,122 3,155 4,424 5,484 8,881
2016-17 2,049 3,016 4,505 6,051 10,099
2017-18 2,245 3,200 4,635 6,088 10,260
2018-19 2,524 3,371 4,713 6,280 10,660
2019-20 2,589 3,474 4,827 6,451 10,679
2020-21 1,972 2,771 3,639 5,119 8,142

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Source: 2021 Indian Hospitality Trends & Opportunities 2021

Exhibit 4. Maximum Price per room by hotel category

Year 2* 3* 4* 5* 5*
Deluxe
2011/12 2533 3972 5970 7355 11891
2012/13 2668 3870 5756 7101 11684
2013/14 2882 3701 5539 6940 11429
2014/15 2882 3657 5426 6779 11517
2015/16 2941 3773 5489 6704 11583
2016/17 2868 3634 5570 7271 12801
2017/18 3064 3818 5700 7308 12962
2018/19* 3343 3989 5778 7500 13362
2019/20 3408 4092 5892 7671 13381
2020/21 2791 3389 4704 6339 10844
Source: 2021 Indian Hospitality Trends & Opportunities 2021 Authors Calculation

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A Creative Lead Generation Activity for Insurance Services-A Case

Study Approach
S Dhanabagiyama* and S Boopathyb
a
Associate Professor, NSB Academy, Singena Agrahara road, Affiliated to Bangalore University,
Bengaluru
b Associate Professor, Christ (Deemed to be University), Main Campus, Bengaluru

Abstract

The case focuses on assessing the marketing strategies with a private life insurance
company. The case examines creative strategies to enhance the sales & marketability of
the insurance company with the impact of covid-19 pandemic which eventually drives
towards the customer satisfaction. Today many insurance companies looks various
challenges due to increased operational cost, competition, controlling pressures and poor
technology infrastructure. Even though pressure exist, many insurance services, the players
in the market must create a sustainable, well developed infrastructure facilities to face the
upcoming challenges in the market.

By considering all the listed problems surrounding the case would be made an effort to
study all the factors that direct towards the effective marketing strategies of the firm.
Hence, this case presents a marketing strategy that is taken up by insurance company. The
strategy focused by the company is especially of social, cultural and fitment of marketing
channels with in the framed structure to compete with the other organizations.

Keywords: Insurance, Channels of distribution, Strategies for Marketing, Employee

engagement, Covid-19 Pandemic.

Introduction

A leading Private insurance service company was dealing with distribution channel
problem due to huge competition. The company was unable to tap potential customers in
the market, Since, already customers are insured, it is quite difficult with the customers to
get again insured and lot of awareness is lacking among customers to get insured again. In
January 2020, The Branch Manager of the insurance company introduced lot of changes in
the company to resolve the problems faced by the company. The strategies were designed
and framed by the manger to tap the potential customers, keeping in mind Covid-19 impact.
Within in the framed strategy manager has taken several actions to optimize

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resources, retention of employee’s rate. Manager decided to relocating the office to attract
the customer and also with cost effective location. Smartly the manager has designed
attractive marketing plans to promote sales of the products, which in turn increase
productivity and efficiency considering the cost cutting point. Managers designed strategy
were implemented and the ability of the firm is monitored according to the market changes.

Case Background

The main challenge is selling the life insurance, while selling the insurance the
details of the product may be clearly communicated to the customers, about the benefits in
the reality- death insurance coverage with the impact of Covid-19. Also, most of the
customer never utilize the insurance money what they have paid, these are all some of the
negative motivators, difficult to convince the customers to invest money.
Segregation of the policy based on the premium amount, if in case high value
policies, customers are in need to complete certain authentication screening procedure like
basic health check- up along with the application form process. This procedures may
demotivate customers to get connected. Still these negative segment exist in the market
among customers.

Key ingredients
From the past, there exist history written in Manusmrithi, Dharmasastra and Arthasastra.
Which tells us about the pooling of resources that could be re- distributed in times of
calamities such as fire, floods, epidemics and famine.

Problems

According to the newly framed strategy, Organizations are facing lot of Problems. the
changes caused enormous tension within the office. Existing employees to be retained and
in the minds of the employee, orientation is required to sell the products and with the added
advantages like Cocid-19 insurance coverage. Employees need to be motivated and
sustainability of talent retention to be practiced. Finally, total organization are not able to
match up the strategy framed, lot of stress among employees increased due to increased
work pressure.

Learning and developing the new skills and adapting process orientation was proving
difficult with a subsequent impact on their morale. The branch manager outsourced the

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exercise of employee engagement, customer lead generation and sales of the product to a
private event management company.

The event management company was given the objective of doing a sales promotion
campaign to boost the sales and engage the existing employees. Budget allocated for this
programme is about Rs.20,000. In line with promotional and marketing goals, the event
managers had a brain storming session with the branch manager. Criteria like employee
engagement is also done as a brainstorming session for employees.
This event is planned on the New Year Celebration, the event managers hired a team
( 5- MBA students) from a top class B School in Tamilnadu. They reached to the new office
location and gave a greeting card, chocolate, rose and a new year calendar (gift) and
collected their business cards for a lucky draw contest.

Proposed Solutions
The future of India's insurance sector looks bright. The country has a favorable
demographic, growing awareness, investment friendly government which is constantly
working towards framing policies that can attract investment, customer-centric products,
and practices that give businesses the best possible environment to grow.
Employees felt a sense of security and ready to work with extra energy. Through this
event many leads were developed and within short span of time, they are able to reach good
numbers nearly 1000 leads through their marketing team. The insurance company was able
to convert the nearly 300 leads to clients. Finally, they sold products fixed for the month to
reach the target.

Recommendations
Insurance company followed a sales strategy among the market potentials, also
various factors like demographic. More awareness is required for investment friendly
government, constantly working towards customer-centric products, and practices that give
businesses possible solutions. Also, more advertisement strategies done by life insurers.
Pushed the sales to 3.2% in 2020-2021. Furthermore, life insurance is projected to comprise
4.8% of total savings by the end of this 2022.

Points for Discussion

1. What are the distribution channels for an Insurance industry? Suggest a suitable
distribution channel for the company. Suggest few marketing strategies to be followed

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with competitors?
2. What are the distribution channels for an Insurance industry? Suggest a suitable
distribution channel for the company.
3. Suggest few marketing strategies that can be used by the company to sustain the sales
for the forth coming months after this Covid -19 impact?.
4. Suggest the ways of developing relationships with the existing clients.
5. Discuss on the drivers of employee engagement and suggest suitable interventions for
the same.

References

1. http://articles.economictimes.indiatimes.com/2014-01-25/news/46601324_1_life-
insurance- industry-open-architecture-products
2. http://www.ibef.org/industry/insurance-sector-india.aspx

3. http://www.ey.com/IN/en/Industries/Financial-Services/Insurance/Indias-insurance-
industry- issues-and-challenges
4. https://www.irda.gov.in/ADMINCMS/cms/NormalData_Layout.aspx?page=PageNo4&m
id=2

5. http://smallbusiness.chron.com/challenges-faced-life-insurance-salespeople-71074.html

6. http://www.google.co.in/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&cad=rja&uact
=8&v
ed=0CDAQFjAD&url=http%3A%2F%2Faccman.in%2Fimages%2Fju11%2Fu1%2FMar
keting
%2520of%2520Insurance%2520%2520An%2520Indian%2520Perspective.doc&ei=osKT
VKD
kLYWamwXizoCQCQ&usg=AFQjCNH0nlkMm4Nar_z7E7GRj2dSmR05Bw&bvm=bv.
8200 1339,d.dGY
7. http://indianresearchjournals.com/pdf/IJMFSMR/2012/November/12.pdf

8. http://www.referenceforbusiness.com/small/A-Bo/Advertising-Budget.html.

9. https://economictimes.indiatimes.com/wealth/personal-finance-news/covid-brings-life-
insurance-penetration-in-india-to-global.

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Exhibit 1 Exhibit 2

Exhibit 1 & 2: Lead generation cum lucky draw contest - Who is the lucky neighbor? As
a good will, the girl (student) in the photograph greets the neighborhood

Exhibit 3 Exhibit 4
Exhibit 3 : Stage set ready for the event - new office premises being decorated for New
year& Christmas-Eve celebrations
Exhibit 4 : Employee engagement activity- Employees children cheering up

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Market expansion and increase the product offering to enable growth of

a training company both vertical and horizontally

S Venkatanarayanan

Research Scholar, College of Management, SRM Institute of Science and Technology (formerly SRM
University), Kattankulathur, Tamilnadu, India

Abstract

This case study analyzes the growth strategy of an IT training business of a single entity a
well-known reputed brand in the education field. How well the training brand be positioned
to beat the competition, strategies to strengthen its offerings and so on. It also explores the
opportunities of creating services based on the need. Market expansion as a growth strategy
which involves offering your existing product to new market. The goals associated with the
expansion plan geographically and so forth on.

Introduction

India being the largest market in the world for education and the private education
market share was worth $40 Bn (2008) and expected to touch $68 Bn in 2010. Education
is a major middle class expenditure and the average middle class spends 8.6% of their
income for education.

SRM Learning Tree Pvt. Ltd., SRMLT) the company of the new age economy provides IT
training in cutting-edge technologies, Skill Development, Competitive entrance Coaching
and HR Consultancy services. Quality is remembered and practiced at SRM and the
company aims to lead the knowledge millennium by technology excellence.

SRMLT started in the year 2003, to consolidate the entire business operations from
a single product offering (IT Training), and also having a thin presence in Tamilnadu and
South India through 1-2 operating centres in Kerala and Karnataka. At this stage, the
company wanted to scale its business operations to have a multifold growth from the
training market.

Hence the business case has been actively pursued by the management to think of
available opportunities to leverage the business to offer multiple products and also to
expand geographically in a phased manner.
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Background

SRMLT with the background of SRM Group Company offered 10+ courses in IT /
Computer training through its brand SRM Infotech which operated around 23 training
centres / locations across three states – TN, Kerala and Karnataka. The courses offered are
classified into lower end & Hi-end programs consisting of Ms-Office, C, C++, Java, DTP
etc..

The company has also offered franchisee opportunity for few centres besides
operting on its own at 2-3 locations.

Problem

SRMLT with the background of SRM, must grow steadily on all front (Revenue,
Expansion and Multi product offering). Currently at this stage SRMLT as explained in the
background with a thin employee size of less than 25 employees both at corporate and its
own locations has to meet the challenge of scaling up the business operations.

Opportunity for Growth

As per the Industry survery by Nasscom and experts the IT software services market
is expected to grow and its estimates suggest that the supply of skilled IT manpower may
fall short of requirements. This has become a life line for the people at SRMLT to take it
actively to find a workable solution for the company.

Proposed Solutions

There are several proposal, which has been actively pursued and implemented

1) Increase the course offering in the IT training to bring more valuable high-end
licensed software, hardware and networking programs
2) Also offere programs to Schools, Colleges and Corporate – a separate training
product was created namely FuturGen – Schools, C2Ci – Colleges, Corporate –
Include short customized employee training and Govt. Proposals.
3) A new edge HR consulting cum placement division is floated to identify the man
power requirements for pass out students and also to bring lateral man power
requirements of
mid to senior level to make it a revenue model – the division is named as SRM
Technokrat

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4) Based on the market survey there exist an opportunity for Spoken English and Skill
development training, as there are no organized players in the market, it has floated
a new division as SRM SpeakEng. The courses offered were initially offered to all
its existing IT training centres and later offered as combo to all new centres.
5) Ventured into expanding the market for its geographical spread, crafted a robust
proposal for franchise expansion into unit franchise and Master franchise may also
be called as State license holder.
6) Test Prep is a new training/ coaching model for students to get into their dream
college / higher educational insitution through a formalized coaching for Engg.,
Medical, CA entrance programmes. We have carefully analyzed the market
scenario and brought in both online learning/practice through portal and Instructor-
led coaching on the training centre model.

Success Metric #1

Based on the proposal, the company constituted an expert panel consisting of

technical faculty members, members from the academia and industry to scale up the
offerings. As per the recommendations, started offering more programs and also aligned
programs on lower-end courses, high-end courses and long term career programs, which
were several combinations of job-oriented career programs. Now the success story of
SRMLT is offering close to 40 courses for all the type of customers – Schools, Colleges,
Unemployed and Corporates.

Success Metric #2

A robust product packaging is being considered and offered to the students of

Schools and Colleges as a long term institutional tie-up programs which will be executed
at the institution and also suitable placement support will be provided. Similarly Govt.
training schemes and projects were taken up for computer literacy program at district level.

Also participated in Government tenders for training proposals and a new strategic
business unit is given shape to execute Corporate and Government orders.

Success Metric #3

After the post slown down of IT industry, surveys indicated that there is gap
between training and placements, and there is huge demand for trained manpower at all

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levels. SRMLT started its own placement division catering to their existing student base
and also experienced manpower placements. Campus interviews were arranged by getting
good opportunities from leading corporates for the Institutional tie-up students group.

Experienced manpower placements were happening and company planned to start

its own Job portal to get the student & professional’s data bank.

Success Metric #4

Based on the market survey SRMLT floated a new division for Spoken English and
Communication skills training program with courses at various levels such as basic,
intermediate and advanced level of fluency suitable for employment in leading BPO and
personality development, soft skill courses. Initially it was offered to all the existing
training centres and later on proposed as a combo offering includes (IT & Spoken English
training at all its existing and new centres).

Success Metric #5

Considering the geographical spread and venturing into new markets, SRMLT made a
survey of key locations were the training centres to be started. In the initial phase it has
been decided to consolidated the training centres and spreal across South India, and made
a good attempt to become a 100+ training centre organization.

In the subsequent level, company created a proposal for state level regional training
centre by appoint Master Business Associate (MBA) and other locations at Unit franchse
level known as Business Associate (BA). SRMLT has made good this opportunity by going
on a mega expansion drive to recruit franchisess at an optimum investment and higher
revenue model and set up training centres to become operational in 15 states across the
Country. The porposal is also rolled out to few overseas countries and appointed
franchisees in Malaysia, Srilanka, Nepal and Oman.

Success Metric #6

The Test Prep market was flourishing like never before and estimated Rs.10,000
Crore annually. The strategy enabled the Company to propose its coaching programs to all
the Indian schools in gulf countries. On the outcome the first venture happened in overseas
gulf market in Oman where there are many Indian Public Schools with Indian population
taking up entrance exams for joining their dream college in India. The division was known
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as SRM Gateway. Also offered coaching practise test and Qbanks for IIT-JEE, Medical
Entrance exam through their portal.

USD 1.5 bn market size

Source: Edelweiss & CLSA education report – 2008 & 2009

References – Organizational structure

Conclusion

SRMLT has grown multi fold by implementing all the recommendations and
solutions which revitalized the overall growth. The company has grown both vertically and
horizontally by effectively packaging its products and service offerings. To consolidate

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from 2003 to 2010 company poised for growth by expanding its training locations by
adopting the franchisee model.

Being a regional Tamil Nadu player to a PAN India and Overseas company offering
it training and coaching services. The company also acquired the ISO 9001:2008, ISO
9001:2015 quality management system certification and also implemented several
continual improvement projects.

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Byju's - Case Study Of A Successful Indian Startup

Narayanan TSa & Sunil Vakayilb*

a
Marketing Professional
b
Associate Professor, Loyola Institute Of Business Administration ( LIBA) Chennai

Abstract
In the Indian context, education has traditionally been an interactive session between the
teacher and the student in a brick-and-mortar setup. The focus has been more on securing
high marks froman exam point of view, where the importance of dwelling deep on the
concepts often takes a backseat. The drawback with our education system is that it gives
more importance to surface-level learning of various subjects than in-depth

understanding. We tend to encourage more generalists and very few specialists (2).
Realizing this anomaly, an entrepreneur who started coaching classesin the traditional
offline mode in 2006 for students preparing for competitive exams like CAT opened up
course materials for school students in subjects like Maths and Science and that too, in
the online mode when it was unthinkable before the pandemic set in. But Byju
Raveendran believed in the philosophy that business could not be driven by the passion
to make money, but the passion to change society was far more important, setting up the

online educational firm Byju's2011(3)(4). Today it is the most valued startup firm in the
country.

About the Founder

Byju was born into a middle-class family in a small village called Azhikode in
Kerala. His parentswere teachers – father a Physics teacher and mother a Mathematics

teacher (4). After school, he became an engineer and got an IT job abroad. During one
of his holidays in Bangalore in 2003, he helped some of his friends prepare for the
prestigious CAT exam and they did well. He attemptedthe test too and came out in flying

colours, scoring 100 percentile (14). Though he went back to hisjob then, he continued
to help some more friends in the later years, and when they also turned successful, he
realized that teaching was his profession and quit his job. He took up coaching students
for the CAT exams, and his classes grew in scale from individual students and small

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batches to create an entire institution. In 2011, Byju and his wife set up the parent

company, "Thinkand Learn." (5).

The Growth Story

While grooming the students for the competitive exams, he realized that most of
them were approaching it with the motive of securing marks and remaining competitive
but had less focus and clarity on fundamental concepts. He saw potential here to impart
basic ideas in Maths and Science from their formative years in school. From 2011 to
2015, they focused on creating content mainly for school students of classes 6 to 12.
Emphasis was also laid on the whys and hows of theconcepts, not just the whats. Byju's
Learning App was launched in August 2015 that offered course materials for students
from Classes IV to XII and prepared graduate students for competitive exams like CAT,

IAS, GRE, and GMAT (16).

The novel approach appealed to investors as a trailblazing initiative, and in 2016
alone, venture capital firm Sequoia Capital and Belgian investment firm Sofina invested
$75 million (approximately Rs 500 crore/Rs 5 billion) into the firm, which was the most

significant fundraisingin the education startup segment in India (3).

In August 2020, Byju's acquired the online coding school WhiteHat Jr for $300 million.
With multiple rounds of funding through the year to secure $1.32 billion and a decacorn
status, the company reportedly signed a deal to acquire Aakash Educational Services for
$1 billion in April 2021. This was one of the biggest ed-tech acquisitions in the world.
In February 2021, Byju's signed a Rs.130 crore deal to become a global partner with
International Cricket Council (ICC). They also acquired US-based educational games
startup Osmo for $120 million in early 2019, gaining a starting point in the USA and

intellectual property in the form of its computer vision platform (9)(13). Byju's has a
valuation of $21 billion as per the latest records, and the education technology company
has taken the top spot in the list of startups in India. The company claims tohave 50

million registered students and 3.5 million paid subscriptions (12).

Business Model
The business model of Byju's is based on blending the features of technology in
the education platform. They call it a freemium model where some of the contents are
available to the students for free in the initial stages, usually for 15 days. If further access
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is needed to advanced content, asubscription is required. The model is similar to the

working of cloud-based video conferencing platforms like Zoom, where some of the
features are available to you for free but access to more advanced features is through
subscription. In the case of Byju's, once the students experience the quality of content
in the free period, simplified methods of illustration, and the convenience of using the
app, they feel the need to access more content and opt for a subscription. Thus, Byju's

has three streams of revenue (1).

1. Subscription Model - paying for subscriptions beyond the free trial
period to accessfurther material.
2. Tablet Model – where the same courses are installed on a tablet, and the
student can buythe tablet to learn offline without using the internet.
3. Offline Courses - Byju's Offers offline courses at some locations like Delhi
and Noida.So, the business model is simple. It's like Netflix - the 'Free Trial'
Business Model.

Pic 1 : Revenue Model Of Byju’s

Factors Behind The Success Of The Business Model:

"Fall in love with learning" is the tagline of Byju's, and they adopt methods to live

up to thismessage. Some of the distinct features of Byju's app are (5):

● Options for test trials where the users get the facility to take chapter-wise tests
to ascertaintheir understanding of the concepts.
● All-round learning with multiple learning options, especially for students

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from lowerclasses.
● Graphical representation of concepts for better understanding.
● Interactive video presentations to make learning an interesting experience for
students.

According to Byju Raveendran, the founder of the startup, simplifying the learning
experience ofstudents is the main reason for their success. Whether offering programmes
for students of classes IV to XII or preparing graduates for competitive exams, their
motto has been to present the contents of the course materials differently and change the
learning experience of students for better acceptance. To achieve this objective, Byju's
has leveraged the features of technology quite well in education by adopting these

methods (11).

Leveraging Deep
Knowledge Graphs
To Develop
Personalised
Learning

Pic 2: Use Of Technology

At Byju’s

1. Byju's acquisition of Osmo in 2019 offers them the option of experimenting with
Augmented Reality and Virtual Reality in the contents of Byju's app, thereby
opening up the possibility of a promising Artificial Intelligence (AI) in their
scheme of things.
2. Adept use of technology to present concepts and relationships of contents in
graphical forms, thereby making learning an engaging visual experience for the

students (15). Plus, extensive use of elements like videos, quizzes, and flashcards
contributes to the personalization of the learning experience.
3. Usage of Data Analytics to assess the areas where students commit frequent
errors and fixthem by modifying the presentation of contents, followed by spaced
repetition.

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Pic 3: Major Acquisitions

Besides the above-said measures, Byju's has a strong R&D team that constantly
strives to developand present the contents in innovative ways to make learning a pleasure
for the students. They have also focused on personalized online coaching for students,
as shown by the recent ads about tuitions with the two teacher advantage, constantly
reinventing their deliverables. They have alsointroduced subjects like History, Civics,
and Geography in their syllabus for primary and secondary stage students. At present,
their courses are offered in English and Hindi, and they are soon planning to reach out

to more students through vernacular languages (1).

Brand Analysis
The education technology startup, founded in 2015 as Byju's app, has a recent
valuation of $ 21 billion and is the top-most valued startup in India. The company claims
to have 57 million registered students and 3.5 million paid subscriptions and is the major

player in the education technology space of India (12) (18).

According to the Forbes list of India's richest people (2020), Byju Raveendran -

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the founder of Byju's app - was the youngest Indian billionaire with a net worth of $ 3.05
with a total funding inflow of $ 2.7 billion as of June 2021. Byju's was the first Asian
startup to get funding in 2016 from the Chan-Zuckerberg Initiative founded by Facebook
founder Mark Zuckerberg and his wife, Priscilla Chan. A case study on Byju's was

featured in Harvard Business School's curriculum in March 2017 (7) (14).

Byju's partnering with the International Cricket Council (ICC) in early February
2021 was with the idea of garnering eyeballs from all the English spoken countries where
Cricket is popular andwhere Byju's wants a strong foothold. The three-year agreement
was to cash in on the ICC Men'sT20 world cup in India in October 2022 and the ICC

Women's World Cup in New Zealand in March 2022 (9). Shahrukh Khan is the brand
ambassador for the firm and every cricket season, wewill continue to see a flurry of ads

featuring Byju's (17).

Recognitions
Byju Raveendran, the founder, has already become a globally recognized business

leader withthese achievements and recognitions (4):

● Manorama News Newsmaker Award – By Manorama News, 2019
● Ernst & Young Finalist (Entrepreneur of the Year) – By Ernst & Young, 2020
● Business Transformation Award – By Ernst & Young, 2020
● 40 Under 40 – By Fortune Magazine, 2020
● Forbes India Leadership Award Entrepreneur of the Year – By Forbes India,
2021

Pic 4: Achievements and Recognitions

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Challenges Faced
In a country where the education system revolved around rote learning with a
primary focus on scoring high marks in the exams, Byju's made a revolutionary change
in the concept of teaching and learning where the focus shifted to understanding
concepts and encouraging students to ask questions. The exhaustive contents of their
course materials and innovative approach to their content delivery ensured that students
were drawn to Byju's.
Again, the traditional education system in India was in the brick-and-mortar
surroundings where teachers and students had personal interaction, and online learning
was not popular in the 2010s when Byju's came into the scene. From such a challenging
environment, Byju's has become India'sundisputed market leader in the ed-tech sector
and is taking giant leaps towards getting a global footprint. This success is attributable
to their refreshing approach to education, adept use of technology and their strategic

acquisitions of market-leading firms in sectors that Byju's intendedto capitalize on (16).

Considering the cultural diversity of India, where many languages have
prominence, Byju's quickly realized the importance of having course materials not just
in English and Hindi but also in other vernacular languages. Introducing these regional
languages has been taken up by the firmin earnest intent. Also, offering free content and
course materials in the initial stages of the onlineplatform to get those students to pay
for further access to advanced content with a premium was areal challenge for Byju's in

their formative years (11). The innovative methods adopted by their R&D team in
designing the course content and its delivery helped them overcome this hurdle also
successfully.

Future outlook
The pandemic has resulted in a paradigm shift in the education sector worldwide,
where digital technology and E-learning methods are gaining popularity. This naturally
results in a lot of competitors with a similar business model as Byju's, focusing on this
sector. For now, Byju's seemsto have called all the right cards through some strategic

acquisitions (18). By acquiring Aakash education, a market leader in the brick-and-

mortar coaching segment in India with about 215 centres across the country, they took
significant advantage. Later on, the acquisitions of Gradeup (one of India's largest online
exam preparation platforms), Whodat (computer vision startup that works on augmented

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reality products), Great Learning (professional and higher education player), Scholr
(doubt clearing platform), WhiteHat Jr (teaches coding to children), have all helped
establish Byju's as the undisputed market leader in the Indian ed-tech sector. It has
already enteredthe US, UK, and several other English-speaking countries and plans to
spread its wings to the middle-east, Indonesia, Mexico, and Brazil. The kind of strategic
alliances and acquisitions that Byju's have designed should ensure these goals.

References

1. https://www.marketing91.com/business-model-of-byju/

2. https://thedigitalyug.com/stories/byju-raveendran-the-story-of-a-middle-class-
person-who-built-india-top-edtech-startup

3. https://www.hindustantimes.com/business-news/teacher-entrepreneur-the-
success-story-of-byju-raveendran/story-5ByyzxoX5aM6KjHB6lVn6I.html

4. https://economictimes.indiatimes.com/wealth/earn/why-byju-raveendrans-firm-is-
leading-in-the-educational-technology-space/articleshow/52700525.cms

5. https://www.rediff.com/money/interview/two-lakh-to-330-crore-the-byjus-
classes-success-story/20161007.htm

6. https://www.forbesindia.com/article/leadership-awards-202021/fila-2021-
entrepreneur-for-the-year-byju-raveendrans-global-ambitions/66885/1

7. https://www.ndtv.com/business/indias-top-5-start-ups-based-on-their-valuation-in-
december-2021-2662752

8. https://www.businessguru.co.in/business-model-of-byjus/

9. https://www.mobileappdaily.com/app-review/byjus

10. https://www.analyticssteps.com/blogs/how-byju-using-technology-change-
education-industry

11. https://www.marketing360.in/byjus-success-story-the-most-valued-startup-of-
india/

12. https://www.business-standard.com/article/companies/byju-s-continues-
acquisition-spree-buys-austrian-math-learning-co-geogebra-
121120800608_1.html

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13. https://time.com/collection/time100-companies/5950024/byjus/

14. https://m.dailyhunt.in/news/india/english/dkoding-epaper-
dkodi/startup+case+study+cost+of+byju+s+disrupting+india+s+education+sector
-newsid-n169672916?listname=topicsList&index=0&topicIndex=0&mode=pwa&action=c
lick

15. https://www.forbesindia.com/article/hidden-gems-2016/how-byjus-fills-the-
biggest-gap-in-indian-education/44247/1

16. https://www.businesstoday.in/latest/corporate/story/how-byju-pivoted-its-
business-model-from-offline-to-online-269856-2020-08-12

17. https://www.startupinsider.in/the-succes-story-of-byjus-the-future-of-online-
education/

18. https://primeinsights.in/success-story-of-byjus/

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One Rupee Idli Granny 'Ms. M Kamalathal': A Saga of Selfless Service

A Ramesha, K Subramania*
a
Assistant Professor, Vignana Jyothi Institute of Management, Hyderabad.

Abstract

"Mens Sana in Corpore Sano" is a Latin proverb that translates into "A Sound Mind in a
Sound Body," which suits a person (Ms. M Kamalathal) who relentlessly works hard in
serving the people with one-rupee idli. "My grandchildren ask me to stop the business as I
am getting old, and they want me to look after my health. But I refuse to stop as preparing
food for people brings me joy. It also keeps me active," utters the statement whenever she
was asked to quit her work due to aging problems. The lowest price of ₹ 1 per idli attracts
all people in and around her place. Kamalathal has the most proletarian margin business
tradition from her grandmother's period. A value system adopted from her ancestors makes
her have contended person. Kamalathal worries about her legacy of service in upcoming
days, and even her granddaughters are interested in taking it forward. The noble service has
to be moved to the next level and should not be restricted to one region. Kamalathal's
selflessness could be addressed by the private organizations and the Governments if
possible. How to reach out to a more significant number of customers? How should she do
her successive planning for this joyful service?

The case be used to teach on topics like social entrepreneurship, succession planning, and
service management. Entrepreneurship and service operations management courses would
be highly suitable to discuss this case study.

Introduction

"One of those humbling stories that make you wonder if everything you do is even
a fraction as impactful as the work of people like Kamalathal. I notice she still uses a wood-
burning stove. If anyone knows her, I'd be happy to 'invest' in her business & buy her an
LPG fueled stove (Anand Mahindra, 2019)."
A tweet came from an eminent industrialist Mr. Anand Mahindra who offered her
support in constructing her new home. Kamlathal's selfless work got attention after his
tweet.

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A lot of media attention has reached multiple levels of the people in society. BPCL has
issued an LPG gas connection to Kamalathal and is appreciated as a "Gift of Health" by
Mr. Anand Mahindra. "Kamalathal has been using HP Gas domestic connection. She was
approached today & provided with a commercial installation with proper Burner & Piping
suitable for bulk cooking, which will help her expand business" said by HPCL officials and
provided necessary help to run the business successfully. After seeing the activities done
by many netizens, then the District Collector of Coimbatore, Mr. Rajamani met her and
assured all possible assistance, including a house under the PM Awas Yojana. The help
provided by many good people motivated the people like Kamalathal to serve the needy
people at the lowest price on the food products. This scenario has turned into a total selfless
activity on humans' basic needs, which are still lacking in all walks of life.

About Ms. M Kamalathal

An octogenarian, Kamalathal, belongs to Vadivelampalayam village of Coimbatore
district, hails from an agrarian family, and has been living a joined family since her
childhood. Her affinity towards her family members is priceless. She has barely gone to
school, but she could still read regional language (Tamil) newspapers and manage to write
whenever needed. She had witnessed her grandmother's work serving people with good
food at the lowest price since her childhood. She always wanted to do the same type of
service lifelong. She follows a tradition of doing business service with a bare minimum
margin and looking for a societal benefit at large. She doesn't hold many properties and
lives in a tiny house. She has been running this business for more than five decades with
utmost happiness.

Genesis of Cooking
Kamalathal starts her day at 6 am and closes down at noon as customers end their
breakfast before noon. She runs her shop at her house itself. Till 2019, she was using only
firewood for cooking the food times. She used hand-driven stone grinds to make the batter
and tasteful chutneys that all customers enjoy. She used a very traditional way of cooking
and served the customers. She never takes anyone's help in doing any work related to this
cooking. Even the cleaning is being taken care of her alone. A single-handled managing all
levels of this business function shows her superior commitment level.

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Purchasing
Most of the raw materials are taken from her garden especially seasoned vegetables
and coconut, from her grown trees in her house. The remaining needed are purchased with
two to three days of stock. The main ingredients, such as rice and dal, were purchased
nearby markets in bulk or lot purchasing based on the available money.

Making of Idlis
The batter consists of six kilos of rice and urad dal, which she prepares overnight
for the next day idli making. A three-tier idli maker with three vessels was used to make
37 idlis in one round. The peak hours of sales happen between 7 am and 9 am. The food
can be served without any delay at operating hours with the existing facility. She also
ensures that all the customers are eaten on time.

Pricing
Customers are served single idli with sambar and chutney at the cost of ₹ 1
(0.013340214 US $)1. Typically, a plate consisting of four pieces in a hotel is priced
between ₹ 15 and ₹ 30. The idlis were priced for ₹ 0.50 per idli for a long time. It had to be
hiked because of the price rise on the ingredients. She sells up to 500 idlis per day and
makes lesser than ₹ 200 per day as a margin. She refuses to increase the price, as she does
for the destitute hungry, and considers this a pious act based on moral or religious merit.
She added one more item bondas to the breakfast menu at the cost of ₹ 2.50.

Customer segments
The customers such as farmers, daily wage earners, immigrant workers, and school
children have been taking their breakfasts at affordable prices. Most of her customers
belong to middle and lower-middle-class backgrounds. More than 90% of the customers
are repeated as it has become second home as far as breakfast is concerned. Many have
attributed her success in retaining more customers because of her Kai Pakkuvam (unique
taste) and feel of homemade food.

Support from Industry

Thyrocare technologies offered her a large commercial wet grinder. HPCL gave
three gas cylinders regular and commercial stove, including refills whenever required.

1
Conversion Rate: Referred on 31.01.2021 from
https://www.xe.com/currencyconverter/convert/?Amount=1&From=INR&To=USD

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During the pandemic, she got support from many individuals who had sent her raw
materials, which enabled her to continue the business.
"Only rarely does one get to play a small part in someone's inspiring story, and I would like
to thank Kamalathal, better known as Idli Amma, for letting us play a small role in hers.
She will soon have her house cum workspace from where she will cook & sell idlis" (Anand
Mahindra, 2019). As the support pours in a different format, she could take the business to
the next level.

Problems
Kamalathal has been doing her business without much expectation for generations.
The statement was given by granddaughter-in-law that "She likes to do everything by
herself including the choosing of firewood to be used." Her involvement and commitment
have been drastically increasing even as she grows old. But the growing age would bring a
standstill to her service to the community.

Being "One-Woman Army," she can't add more products in her selling other than
selling Idlis. She may feel the crunch in selling the existing products because of
Government-run Amma Unavagam (canteen) with the same price band of more product
varieties (Refer: Annexure -I).

The new products with existing facilities need more investments to revamp the
kitchen area by adding more gas burners and making required facilities. Repeated
customers are more and then their requirements also very limited. The shop got customers
who have been visiting the shops for a minimum of 2 years and a maximum of 20 years to
have their breakfast. She has loyal customers.

A student at panchayat union middle school who had been visiting the shop for
more than five years and a senior citizen who had been a customer for 20 years utter a
statement, "I sometimes eat without even paying her" also said, "My children prefer eating
outside, but I would like to eat only here." (The Hindu, 2019).

Most of the loyal customers are from the same village and nearby villages. Few
tourists visit the shop after seeing the videos on social media. But the expansion of making
capacity needs meticulous planning as customers are bonded for the traditional taste.

The above statements summarize the problems of successive planning,

shop/product expansion, and continuity of this saga of selfless service. The same type of

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service has never continued in pre-independent India (Refer: Annexure-II). The world
could witness such a personality after one century with the help of social media.

As a subsidy food supplier, Kamalathal faces problems in succession planning even

few family members show interest. Her dedication and inspiration have to be passed on to
the next generations. She can approach the Government and local well-wishers who can
take her business next level with social consciousness. The needy and unreachable
customers are enormous for this kind of foodservice.

In India, during pandemic lockdwn 80% of informal workers lost jobs and 63%
survived on two meals a day (Firstpost, 2021). Kamalathal's service would have helped
many people during lockdown and kept people healthy during pandemic. The selfless
service has to be carried out to fulfil the needy people.

How to reach out to a more significant number of customers? How should she do her
successive planning for this joyful service?

Annexure- I

Meal Menu Price (per plate)

Pongal ₹ 5/-
Breakfast
Idly and Sambar ₹ 1/-

Lemon Rice ₹ 5/-

Sambar Rice ₹ 5/-
Lunch
Curd Rice ₹ 3/-
Curry Leaf Rice ₹ 5/-

Diner Chapatis + Dal / Korma ₹ 3/-

Source: Amma Unavagam (2020)

Annexure-II

Ms. Dokka Sithamma resided in a remote village Lankala Gannavaram on the banks of the
river Godavari River in Andhra Pradesh between 1841-1909. She is well known for her
charity of feeding the people in need with food for free. Sithamma for decades had provided
the poor and travellers for free in small villages in the Godawari district of Andhra Pradesh

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(State). Her selfless service has earned accolades even by King Edward VII, and her
photograph was inaugurated in the main hall of the Royal Palace of London by the then
Ruler, King Edward VII, on 01.01.1903. An aqueduct named after her. She used to cook
independently and serve the needy tourists, poor, etc. In Indian culture, giving food to the
needy is considered a very pious deed, and service to humanity is considered services to
God, and guest is God. Seethamma got the noble trait of providing free food and
persistently trod her father's path till her last breath. Her caring husband Dokka Venkata
Joganna's resolute support and motivation further helped her continue her charity work
even after his death.

Acknowledgment

The information was collected by an interview method at Ms. M Kamalathal's house on

September 14, 2021. She has agreed to publish her information for academic purposes.
The interview was conducted in both in-person and online mode.

Photographs

HPCL

BPCL

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District Collector of Coimbatore

Mr. K. Rajamani, I.A.S

One of authors of the Case

(Dr. K. Subramani)

with Ms. M Kamalathal

(September 2021)

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References:

1. Akileish, R. (2019, September 12). Paatima’s ₹1 idlis a crowd-puller in Coimbatore.

The Hindu. https://www.thehindu.com/news/cities/Coimbatore/paatimas-1-idlis-a-
crowd-puller-in-coimbatore/article29377220.ece
2. Amma Unavagam Canteen in TN. (2020, September 02). Pradhanmantriyojana.
https://www.pradhanmantriyojana.co.in/jayalalithaas-amma-unavagam-tn/
3. Anand Mahindra. [@anandmahindra]. (2019, September 10). One of those humbling
stories that make you wonder if everything you do is even a fraction as impactful as by
[Tweet]. Twitter. https://twitter.com/anandmahindra/status/1171419664901181441
4. Bharatgas_Coimbatore [@BPCLCoimbatore]. (2019, September 11).
@BPCLCoimbatore is pleased to inform that we have issued @Bharatgas LPG
connection to Ms. Kamalam [Tweet]. Twitter.
https://twitter.com/BPCLCoimbatore/status/1171719729515393026.
5. Empowerment Activities. (2020, November 12). Commissionerate of Town Panchayats
(Self Help Groups). https://www.tn.gov.in/dtp/shg.htm
6. Dokka Seethamma. Wikipedia. Retrieved October 15, 2021, from
https://en.wikipedia.org/wiki/Dokka_Seethamma
7. García, H., Miralles, F., & Cleary, H. (2017). Ikigai: the Japanese secret to a long and
happy life. Penguin Books, New York.
8. Hindustan Petroleum Corporation Limited [@HPCL]. (2019, September 11). Kamala
Paatti selling idlis cooked using firewood for over 30 years has been provided with an
#HPGas commercial installation with proper [Tweet]. Twitter.
https://twitter.com/HPCL/status/1171823419588874241.
9. Kirthana, S. P. (2019, November 03). Idli along with care from this 80-year-old for just
1 rupee. https://www.newindianexpress.com/good-news/2019/aug/28/idli-along-with-
care-from-this-80-year-old-for-just-1-rupee-2025660.html
10. Press Trust of India. (2019, September 14). Meet 85-year old Kamalathal, who sells
idlis for Rs 1. https://www.deccanherald.com/national/south/meet-85-year-old-
kamalathal-who-sells-idlis-for-rs-1-761431.html
11. Sengupta, T. (2021, April 03). Anand Mahindra posts Tamil Nadu's Idli Amma will
soon get her own home-workspace. https://www.hindustantimes.com/trending/anand-
mahindra-posts-tamil-nadu-s-idli-amma-will-soon-get-her-own-homeworkspace-
101617451049761.html

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12. Subrahmanyam, V. (2016, December 15). Play Dokka Seethamma: On a life well
lived. The Hindu. https://www.thehindu.com/entertainment/theatre/Play-Dokka-
Seethamma-On-a-life-well-lived/article16834071.ece.
13. Venugopal, S. and Viswanathan, M. (2017). The subsistence marketplaces approach
to poverty: Implications for marketing theory. Marketing Theory, 17(3), 341-356.
https:// doi:10.1177/1470593117704282.
14. Viswanathan, M. (2007). Understanding Product and Market Interactions in
Subsistence Marketplaces: A Study in South India. Product and Market Development
for Subsistence Marketplaces (Advances in International Management). Emerald Group
Publishing Limited, Bingley, 20, 21-57. https://doi.org/10.1016/S1571-5027(07)20002-
6

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The Mouse in a Trap…….

Joseph Francis Ja*, Sivakumar Ka

a
Assistant Professor, Loyola Institute of Business Administration, Chennai

Abstract

This case to written to teach the concepts related to Materials Requirement

Planning, which is part of Production Planning and Control and an extremely popular topic
in Operations Management and Supply Chain Management. “The Mouse in a trap” explains
the difficulties faced by Periyasamy in supplying the Mouse Assembly to his friend,
Kumaravel Natesan. Periyasamy was not able to meet the delivery commitments because
of poor production planning. Simply put, he never had a Materials Requirement Plan for
the assembly of the Mouse Assembly. The Teaching note provides a solution to the problem
faced by Periyasamy using the techniques used for Materials Requirement Planning. The
solution would introduce the students to the concepts related to Product Structure, Bill of
Material, Master Production Schedule, Order Quantity, Lead Time, Lot sizes and Materials
Requirement Planning.

The Mouse in a Trap…….

A Primer to the Case.....

Characters

Natesan Kumaravel, Owner of a 3D printing facility based out of Udumalpet, a small town
in the Western part of Tamil Nadu
Periyasamy, Owner of an assembling unit which manufactures mops based out of
Udumalpet, a small town in the Western part of Tamil Nadu
Senthil Balaji, a senior Engineer in the Production Planning and Control department of a
Leading Auto components manufacturer in Coimbatore

Natesan Kumaravel was teaching in the Mechanical Engineering Department of a

University in Denmark. The covid pandemic had an enormous impact on his personal life,
because of which he had to come back to his native place, Udumalpet. He had started a 3D
printing facility in his place. His long years of research in 3D printing had motivated him
to start a 3D printing unit. Small 3D printing facilities such as the one started by Natesan
Kumaravel should create a revolution in manufacturing, taking manufacturing to locations
nearer to the customers. Few years back, there was a lot of hype around 3D Printing.
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However, it has fast become integrated with mainstream Manufacturing. Additive

Manufacturing or 3D manufacturing has gained popularity in the past few years. 3D
Printing is the construction of a three-dimensional object from a CAD model or a digital
3D model.1

The term "3D printing" can refer to a variety of processes in which material is
deposited, joined, or solidified under computer control to create a three-dimensional
object,2 with material being added together (such as plastics, liquids or powder grains being
fused together), typically layer by layer. 3D Printing builds a solid object from a series of
layers – each one printed directly on top of the previous one. The raw material for 3D
Printing is a powder, which can be a thermopolymer or a metal. The printing chamber is
usually heated to a required temperature just below the melting point of the material. This
ensures that the laser used to heat the powder can melt the material quickly. The operating
system of the 3D printing machine is designed to enable the printing of the required
product.

One of the major orders that Kumaravel Natesan got was for Supply of Mouse
Assembly to be used by a leading computer assembling unit in Puducherry. This was a firm
order to supply Mouse for a period for three years. Few of the components of the mouse
had to be 3D printed. 3D Printing could be done in his facility. The other components had
to be procured from suppliers in Bengaluru, Coimbatore, and Chennai.

Kumaravel Natesan’s friend, Periyasamy had a small assembling unit to

manufacture mops. Since, Natesan Kumaravel was keen on 3D printing, he wanted his
friend to assemble the Mouse and supply to him. Once, the assembled Mouse reaches his
facility, he would have the routine Quality check done and dispatch it to the Computer
Assembling unit in Puducherry.

The firm order received from the computer assembling unit requires Kumaravel
Natarajan to supply a minimum of 250 mouses every Monday for the next three years. The
firm order stated that Kumaravel had to supply 250, 300, 350 and 250 Mouse Assemblies
every Monday for four weeks. This cycle of order would be followed for all the others
weeks of the next three years. The firm orders received from the computer assembling was
shared by Natesan Kumaravel with Periyasamy. Periyasamy was willing to assemble the
components of the mouse. The various components that go into making one number of a
final product of a mouse.

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One Final Product of a Mouse Assembly consists of one Mouse Base Subassembly,
one Ball Holder Subassembly, one Mouse cover, two screws and two different sticker pads.
Each mouse base subassembly consists of one mouse base, one saw assembly, one circuit
board, two numbers of gears, and a cord. Each saw assembly consists of a wheel and a
spring. The Ball holder subassembly consists of a ball holder and a ball.3

The 3D printing facility of Natesan Kumaravel prints the mouse cover, gears, ball,
and the ball holder. Natesan Kumaravel had planned to make one component per day. His
simple plan was to print mouse cover on Mondays, Gears on Tuesdays, Balls on
Wednesdays, and the Ball holders on Thursday. He had allotted Saturdays for the inspection
and Quality assurance activities for the Mouse assembly along with loading the software
provided by the computer assembler. Then, he would dispatch to his buyer in Puducherry.
The Mouse Assembly would reach the computer assembling unit by Sunday morning. He
would spend his Sundays with his parents, the major reason for him to relocate to
Udumalpet from Denmark.

Periyasamy had a decent order for the mops and he had planned to make the mops
on Mondays, to Thursday. The Mouse would be assembled on the Fridays. The assembling
unit run by Periyasamy was a family affair with his wife and sister mostly assembling the
components. Periyasamy would spend his time in the plastic fabrication Die that was used
to make the major components of the mops. His brother, Chinnasamy usually took care of
the sales of these mops. They had identified a buyer in Sowcarpet, Chennai. The wholesale
shop in Sowcarpet would buy all the mops supplied by Periyasamy.

However, the mouse had to be assembled and given to Kumaravel Natesan by the
evening of every Friday to ensure that they could be dispatched to reach the computer
assembling unit in Puducherry. Periyasamy was wondering on how to plan his assembling
line must be designed to meet the weekly numbers required of Kumaravel Natesan. To
understand any challenges in assembling the Mouse Assembly, both Kumaravel Natesan
and Periyasamy decided to do a dry run of assembling the Mouse Assembly. “Okay,
Assemble the Mouse Assembly and give me 250 numbers by every Friday evening for a
month. I will Supply you the four components from my 3D Printing facility as per my
schedule” said Kumaravel Natarajan.

The fully manual assembly required for assembling the mouse consisted of four
work stations. Periyasamy was able to design the work stations for assembling the Mouse

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assembly. He had even developed a cellular layout design to assemble the mouse. The
Layout design consisted of four work stations all kept within the reach of a single operator.
In the station 1, four steps would be involved to Assemble the wheel and Spring sub
assembly with Mouse Base, In Stations 2, twelve steps were involved to Assemble the
circuit board with the Mouse base and attach the cord, gears to the Mouse base and the
Mouse cover to the Mouse Base. In Station 3, eight steps were involved in placing the ball
holder onto the Mouse Base and securing the Mouse Base and Mouse Cover by inserting
and tightening screw. In Station 4, the sticker pads were stuck, the product manual included
and temporary packing done. After this, the Final product is delivered to the 3D Printing
unit in batches of 50 numbers as and when the assembly of 50 numbers is completed. The
cellular layout design of the workstations was good enough for either his wife or sister to
assemble 400 Mouse Assemblies in a day. If he assembles any number less than 400, he
would incur more costs.

Periyasamy had agreed to procure the other components on his own. The circuit
board is supplied by a factory in Bengaluru. The spring and the wheel used in the saw
assembly is supplied by a small unit from Ganapathy, Coimbatore. The Mouse base is also
procured from another small fabrication unit in Ganapathy. The screws and the cord
required for the mouse are procured from a supplier in the Nanjappa road, Coimbatore. The
Sticker pads are procured from a printing facility in Sivakasi. Kumaravel Natesan supplied
300 numbers of mouse cover on Monday evening, and 700 numbers of Gears on Tuesday
evening, and 300 numbers of Balls on Wednesday evening, and the same number of Ball
Holders on Thursday evening to Periyasamy. Hence, Periyasamy had to assemble the
required numbers of Mouse Assembly and give it back to Kumaravel Natesan by 5:00 PM
of Friday.

However, in the first week, he was only able to supply 200 numbers of Mouse
Assembly to Kumaravel. The next week too, Kumaravel supplied the components to
Periyasamy as per his scheduled plan. Again, that Friday, Periyasamy was able to supply
only 150 numbers of Mouse assembly. Periyasamy was not able to meet his commitment
to supply the required numbers of Mouse assembly for the next two weeks too. Though, he
had designed the layout to assemble the Mouse well, he was not able to meet his
commitment to Kumaravel because of not having enough of some of the components
needed for the Mouse assembly. He realized that he was in a trap where he was not able to
supply the required numbers to Kumaravel. “How do I get all the components required to

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assemble the Mouse Assembly? I am either having more numbers of some components and
having less numbers of some other components” wondered Periyasamy. “How do I solve
this situation? Will the Mouse come out of the trap?” he further wondered.

What looked like a simple task of assembling the Mouse had become an impossible
task because of poor planning from his side. Periyasamy was grappling with the question
of how to supply the required number of Mouse Assembly to Kumaravel. He had realized
that because of his inability to plan to Assemble the Mouse Assembly, he was stuck in a
trap. Or The Mouse was struck in a trap. He realized that sometimes he had more numbers
of the components and sometimes enough number of the components were not available
with him to assembly the Mouse Assembly.

He took a stock of all the components and subassemblies available with him. There
were 100 numbers of Mouse Assembly, 50 numbers of Mouse Base subassembly, 100
numbers of mouse cover, another 300 numbers of Gears, 125 numbers of Balls, 150
numbers of Ball Holders. There are 150 numbers of Circuit boards, 500 numbers of Springs
and 450 numbers of wheels and 250 numbers of Mouse base. Also, there are 400 numbers
of screws and cords. There are 350 numbers of sticker pads each. There were also 100
numbers of Ball Holder Subassemblies and 50 numbers of Saw Assembly. “In spite of
having these many numbers of various components, how is it that I am not able to supply
the required numbers of Mouse Assembly,” he lamented to his brother.

It is then that he had contacted Senthil Balaji regarding the issue he was facing in
assembling the Mouse Assembly. Senthil Balaji had completed his Masters in Industrial
Engineering and was working as a Production Planner with a leading Auto component
manufacturer in Coimbatore. Senthil Balaji also belonged to the village where the 3D
Printing Facility of Kumaravel Natesan was located. After listening to Periyasamy, Senthil
Balaji had raised the following questions?

1. What are the details of the firm order received by Kumaravel Natesan for the supply of
Mouse Assembly?
2. From where and whom is Periyasamy procuring the various components that are needed
to make the Mouse Assembly?
3. How long does it take for Periyasamy to get the various components from his suppliers
and in what quantities will he receive them?
4. When is Periyasamy getting the various components from the suppliers?

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5. What are the quantities of components that are available with Periyasamy as of now?
6. Does Periyasamy have a Production Plan for the Assembling of the Mouse Assembly?
7. What is the Purchase quantity of each of the components that are required for the Mouse
Assembly? When are they needed?
8. What is the Product Structure of the Mouse Assembly?
9. What is the Bill of Materials for the Mouse Assembly?
10. What is the Lead Time for the various components that are required for making number
of the Final Product?
11. And finally, what is the Materials Requirement Plan for the Mouse Assembly?

Now, Periyasamy was completely lost for words. He had indeed no answers to many
of these queries and he was wondering why Senthil Balaji was asking these questions?
Senthil Balaji had agreed to visit Periyasamy's Assembling unit next week and provide
solutions to ensure that Periyasamy meets the supply commitments to Kumaravel
Natarajan. “When I come next week, I will surely help you release the Mouse out of the trap
and ensure that you supply the required numbers of Mouse Assembly to Kumaravel” said
Senthil Balaji. “But, ensure that you have the answers to the questions that I had raised,”
he further said.

Teaching Note

Gate quiz

The following True or False quiz can be administered by the teacher to check
whether the students have read the case study.

1. The raw material for 3D Printing is a powder, which can be a thermo polymer or a metal
– True
2. Natesan Kumaravel has a small 3D Printing facility in Udumalpet – True
3. Periyasamy was not able to meet the delivery commitment because of poor Production
Planning – True
4. Periyasamy had to assemble 200 numbers of Mouse assembly and give it back to
Kumaravel Natesan by 5:00 PM of Friday – False
5. Periyasamy had to assemble 250 numbers of Mouse assembly and give it back to
Kumaravel Natesan by 5:00 PM of every Thursday – False
6. Periyasamy had designed a cellular layout to assemble the Mouse Assembly – True

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7. The Layout design for the Mouse Assembly consisted of five workstations all kept
within the reach of a single operator- False
8. The circuit board which is a component in the Mouse Assembly is supplied by a factory
in Chennai – False

Manufacturing a product involves meticulous planning. The Production related

planning would have to be done at various levels by the manufacturer.4 At a long-term
level, every manufacturer will have to do a capacity plan for manufacturing. This results in
setting up a manufacturing facility with a required capacity to meet the demands of the
market for a long term. Capacity plan involves huge capital outlays. At the next level on a
yearly basis, each manufacturer must have an Aggregate Plan. The Aggregate plan is a plan
of how the capacity of the manufacturing facility will be utilized to meet the market for the
coming year. The Aggregate Plan is usually done with a one-year planning horizon. Once,
the Aggregate Plan is done, the Master Production Schedule (MPS) of the various products
and models being manufactured is arrived at. The MPS is a period wise schedule of
manufacturing of the various products and models.

With respect to the requirements of Periyasamy, the Master Production Schedule is

a straight-forward schedule to assemble 250, 300, 350 and 250 numbers of Mouse
Assembly every Friday and deliver them to the 3D printing facility of Kumaravel Natesan.
However, to assemble the Mouse Assembly by every Friday, Periyasamy must ensure that
he has all the components and enough numbers of each component needed to assemble the
required numbers of Mouse Assembly. Hence, he must have a clear idea of the time taken
for his suppliers to supply the various components. This would enable him to issue a
purchase order to the suppliers accordingly.

1. Details of the firm Order received by Kumaravel Natesan for the supply of Mouse
Assembly
Kumaravel Natesan must supply 250, 300, 350 and 250 Mouse Assemblies every Monday,
followed by a similar number for the other Mondays to the Computer Assembling unit in
Puducherry. The required Mouse Assemblies should reach the Computer Assembling unit
by Monday every week. This order schedule must be followed for the next three years.
There are stringent penalty clauses for not adhering to the order schedule. An Illustration
of the firm order received for the supply of Mouse Assembly is show in Table 1.

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Table 1. Demand for the Mouse Assembly

Period Number of Mouse Assembly

Monday of the first week 250

Monday of the Second week 300

Monday of the third week 350

Monday of the fourth week 250

Monday of the fifth week 250

Monday of the sixth week 300

Monday of the seventh week 350

Monday of the eighth week 250

2. From where and whom is Periyasamy procuring the various components that are needed
to make the Mouse Assembly?
The Source for the various components needed to make the Mouse Assembly is
given in the Table 2.

Table 2. Suppliers of the various components of Mouse Assembly

Component Supplier

Mouse Base Fabrication unit in Ganapathy, Coimbatore

Spring Small unit in Ganapathy, Coimbatore

Wheel Small unit in Ganapathy, Coimbatore

Circuit Board A Fabrication Factory in Bengaluru

Gears 3D Printing facility of Kumaravel Natesan

Cord Supplier from Nanjappa Road, Coimbatore

Ball Holder 3D Printing facility of Kumaravel Natesan

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Ball 3D Printing facility of Kumaravel Natesan

Mouse Cover 3D Printing facility of Kumaravel Natesan

Screw Supplier from Nanjappa Road, Coimbatore

Sticker Pad1 Printing Facility from Sivakasi

Sticker Pad2 Printing Facility from Sivakasi

3. How long does it take for Periyasamy to get the various components from his suppliers
and in what quantities will he receive them?
Periyasamy will receive 300 numbers of mouse cover on Mondays, 700 numbers of
Gears on Tuesdays, 300 numbers of Balls on Wednesdays, and 300 numbers of the Ball
holders on Thursday of every week as assured by Kumaravel. It would take seven days to
get the circuit boards from the factory in Bengaluru. The factory would supply in lot sizes
of 400 numbers only. It would take 14 days (about 2 weeks) to get the springs and the
wheels from the Units in Ganapathy, Coimbatore. The unit in Ganapathy would supply the
Springs and Wheels in lot sizes of 300 each only. The small fabrication unit in Ganapthy
would supply the Mouse base in 7 days and they would do it in lot sizes of 250 only. The
Supplier in Nanjappa Road, Coimbatore would deliver the Screws and cords in seven
(about a week) days and in quantities of 600 and 700, respectively. The two Sticker pads
would be supplied in 14 days (about 2 weeks) by the Printing facility in Sivakasi and in
quantities of 500 each.
4. When is Periyasamy getting the various components from the suppliers?
Periyasamy gets the various components from the suppliers as per the delivery
commitments made by them.

5. What are the quantities of components that are available with Periyasamy as of now?
The quantities of components that are available with Periyasamy as of now are
given in Table 3.

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Table 3. Stock in Hand at the Beginning of the Plan period for the
Components of Mouse Assembly

Component Numbers available as of now

Mouse Assembly 100

Mouse Base Subassembly 50

Mouse Base 250

Saw Assembly 50

Spring 500

Wheel 450

Circuit Board 150

Gears 300

Cord 400

Ball Holder Subassembly 100

Ball Holder 150

Ball 125

Mouse Cover 100

Screw 400

Sticker Pad1 350

Sticker Pad2 350

6. Does Periyasamy have a Production Plan for the Assembling of the Mouse Assembly?
There does not seem to be any Production Plan available with Periyasamy

7. What is the Purchase quantity of each of the components that are required for the Mouse
Assembly? When are they needed?

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This can be answered only when a detailed Materials Requirement Plan is done for
the Mouse Assembly

8. What is the Product Structure of the Mouse Assembly?

The Knowledge of Product structure is essential for developing the Materials
Requirement Plan. The Product Structure graphically depicts the dependency relationships
among various items that make up the final product. If a Product is disassembled
progressively, we will be able to understand product structure. At the Level 0, there is the
Mouse Assembly, which can be disassembled. At the next Level, the Level 1, there is a
Mouse Base Subassembly, Ball Holder subassembly, Mouse Cover, Screw and Sticker
Pads. At the next level, the Level 2, for the Mouse Base subassembly, there is a Mouse
Base, Saw Assembly, Circuit Board, 2 numbers of Gear, and a cord. At the Level 2, for the
Ball Holder subassembly, there is a Ball holder and Ball. As we further disassemble, at the
next level, level 3 for the saw assembly, there is a spring and a wheel. The Product Structure
of the Mouse Assembly is shown in Figure 1.

Figure 1. Product Structure of Mouse Assembly

9. What is the Bill of Material for the Mouse Assembly?

Bill of Material is a list of all items and the number of each item required to make
one number of a Final Product. The bill of the material for the mouse assembly is shown in
Figure 2.

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Figure 2. Bill of Material

10. What is the Lead Time for the various components that are required for making number
of the Final Product?
Lead Time is the Time between placing an order and receiving the material. The
components from Kumaravel Natesan as received by Periyasamy per a schedule given.
Hence, Periyasamy does not have to release an order get the components supplied by
Kumaravel Natesan. Hence, the Lead Time calculation for these components is irrelevant
in this context. However, for the other components, he must release an order to get the
materials. The order quantity must be as specified by the supplier or as per some quantities
arrived at by Periyasamy. The Lead Time is 7 Days for the circuit Board. The Lead Time
is 14 days (about 2 weeks) for the Springs and the Wheels. The Lead Time is 7 days for the
Mouse Base. The Lead Time for the screws and cords is Seven Days. The Lead Time is 14
days (about 2 weeks) for the Sticker Pads.
However, while developing the Materials Requirement Planning, Periyasamy must
take into consideration the day and the quantity of components that would arrive from the
3D Printing facility of Kumaravel Natesan.

11. And finally, what is the Materials Requirement Plan for the Mouse Assembly?

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A Materials Requirement Plan ensures that all the required materials are available
in the required quantities to ensure that the Final Products are manufactured as per the
Master Production Schedule. To prepare the Materials Requirement Plan, the Product
Structure, Bill of Materials, Order quantities for each component, Lead Time of each of the
component are needed. The data from these sources are required to prepare a Materials
Requirement Plan which is shown in Table 4.
Table 4. Data Required for Preparing the Material Requirement Plan

Component Stock in Hand Order Quantity Lead Time

Mouse Assembly 100 400* **

Mouse Base Subassembly 50 400 ***

Mouse Base 250 250 7 days

Saw Assembly 50 400 ***

Spring 500 300 14 days

Wheel 450 300 14 days

Circuit Board 150 400 7 days

Gears 300 700 ****

Cord 400 700 7 days

Ball Holder Subassembly 100 400 ***

Ball Holder 150 300 ****

Ball 125 300 ****

Mouse Cover 100 300 ****

Screw 400 600 7 days

Sticker Pad1 350 500 14 days

Sticker Pad2 350 500 14 days

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* Periyasamy can assemble 400 numbers of the Mouse Assembly in a day. Hence, we
consider 400 as the order quantity.
** Since, it takes only one day to assembly 400 numbers of the Mouse assembly, Lead
Time is not relevant
*** Since, the subassemblies would be assembled along with the assembling of the Mouse
Assembly, Lead Time is irrelevant.
**** 300 Numbers of Mouse Cover is received on Monday evenings, 700 Numbers of
Gears, on Tuesday evening, 300 numbers of Balls on Wednesday evening, and the same
number of Ball Holders on Thursday evening. Hence, Lead Time is irrelevant. However,
if any more numbers are required, the same must be informed to Kumaravel Natesan at
least before one week.

The Materials Requirement plan is prepared in the Excel sheet. Materials

Requirement Plan consist of four items, namely, Projected Requirements, Scheduled
Receipts, Stock in Hand, and Planned Order Release. The Master Production Schedule is
referred as the Projected Requirements. The Scheduled Receipts refer to the quantity of
items that are scheduled to be received as per the orders released or as per the agreement
with a regular supplier. The Stock in Hand is the Stock available at the end of the Plan
period after meeting out the requirements. Planned Oder Release refers to the numbers for
which an order has to be released in order to receive the items to meet the projected
requirements. The order quantity would be in multiples of the lot size agreed by the
supplier. MRP helps in developing a plan for releasing orders to the suppliers based on the
requirements and the Lead Time. This ensures that all the components and the number of
each components required to meet the requirements of the market.

The Working for the Material Requirements Plan is done using MS Excel and is
shown in a separate Excel file.

MRP for Level 0

First, the MRP for Level 0 is worked out, followed by the MRP for the components
in Level 1, followed by the MRP the components in Level 2, and finally for the components
in Level 3. The Planned Order Release of Level 0 would become the Projected
Requirements for Level 1. Similarly, The Planned Order Release of Level 1 would become
the Projected Requirements for Level 2 and The Planned Order Release of Level 2 would
become the Projected Requirements for Level 3.

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Details of MRP for the Mouse Assembly

Since, the Mouse Assembly can be assembled in a single day, Periyasamy must
ensure that all the components needed to make the Mouse assembly is available to him at
the beginning of the day. Since, every Friday, He would assemble 400 numbers of Mouse
Assembly, the same is mentioned in the Scheduled Receipt section of the MRP. The
Planned Order Release mentioned for The Mouse Assembly would be the Projected
Requirements for all the components in the Level 1 of the product structure that are required
to make the Mouse Assembly. From the Excel sheet, Kumaravel Natesan need not supply
components on the third and sixth week. Periyasamy must negotiate with Kumaresan
Natesan and ensure that he does not supply any components on the third and sixth week.

MRP for Level 1

Now, it convenient to first develop the MRP for the components which are in the
Level 1 of the product structure, supplied by Kumaresan Natesan.

Details of the MRP for the Mouse Cover

The Mouse Cover would be received by Periyasamy as per the schedule already
shared with him by Kumaravel Natesan. The same is reflected in the MRP for the Mouse
Cover under the Scheduled Receipt section. However, there is an extra requirement of 100
Numbers of Mouse cover in the second week and hence Periyasamy must negotiate with
Kumaresan Natesan and ensure that he supplies 100 Numbers of the Mouse cover on the
second week in addition to the scheduled numbers already planned. The same is also
mentioned in the MRP for the Mouse Cover
Since, the Mouse cover is the only component in the Level 1 of the product
structure, which is supplied by Kumaravel Natesan, we can develop the MRP for the other
items appearing in the product structure

Details of the MRP for the Mouse Base Subassembly

The Mouse base subassembly is assembled along with the Assembling of the Mouse
Assembly. Hence, the Scheduled receipts and the planned order release are mentioned in
the same week. Since, Periyasamy would assemble 400 Numbers of the Mouse Assembly,
he would also assemble 400 numbers of the Mouse Base Subassembly, hence the order
quantity is mentioned as 400. However, the components which are required to make one
Mouse Base Subassembly would have to be available on Friday. Hence, the projected
requirements for those components would be mentioned accordingly. The Planned Order

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Release is worked out and mentioned to plan for the components which are required to
make the Mouse Base Subassembly. The Planned Order Release worked out for the Mouse
Base Subassembly would be the Projected Requirements for Mouse Base, Saw Assembly,
Circuit Board, Gears and Cord.

Details of the MRP for the Screws

Next, since the Screws are part of Level 1, the Materials Requirement Plan for the
Screws is worked out now. The Screws are supplied in quantities of 600 and it takes one
week to deliver the same, hence, the Lead Time is 1 week. The existing stock in hand at
the beginning of the plan period is 400. Since two screws are required to make one number
of the Mouse Assembly, the Projected requirements for Screws would be the twice the
amount of the Mouse Assembly. Hence, note that instead of 400, 800 is the projected
requirements. The MRP is worked out accordingly. Periyasamy must release an order for
600 Number of the screws at the week before the beginning of the plan period (Which is
mentioned as Week 0 in MRP calculations). Also, he must release an order for 600 numbers
on the first week, an order of 1200 numbers (two lots of 600, since the requirement is 800
for fourth week) on the third week, 600 numbers on the fourth week, 600 numbers on the
sixth week and 1200 numbers on the seventh week of the plan period.

Details of the MRP for the Sticker Pad1 and Sticker Pad 2
Since, the Sticker Pads 1 and 2 are supplied by the same supplier and in the same
quantity and hence the MRP for both the stickers would be the same. The Order quantity
for the sticker pads is 500 and the Lead Time is 2 weeks. The Stock in Hand at the beginning
of the plan period is 350. Based on the working of the MRP, an order for 500 numbers must
be placed in week 0, week 3, week 4, week 6 and week 7.

Details of the MRP for the Ball Holder Subassembly

The Ball Holder Subassembly is assembled along with the Assembling of the
Mouse Assembly. Hence, the Scheduled receipts and the planned order release are
mentioned in the same week. Since, Periyasamy would assemble 400 Numbers of the
Mouse Assembly, he would also assemble 400 numbers of the Ball Holder Subassembly,
hence the order quantity is mentioned as 400. However, the components which are required
to make one Ball Holder Subassembly would have to be available on Friday. Hence, the
projected requirements for those components would be mentioned accordingly. The
Planned Order Release is worked out and mentioned to plan for the components which are

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required to make the Ball Holder Subassembly. The Planned Order Release worked out for
the Ball Holder Subassembly would be the Projected Requirements for Ball Holder and
Ball.

MRP for Level 2

The Planned Order Release of the Mouse Base Subassembly which has been already
worked out, would the Projected Requirements for the Mouse Base, Saw Assembly, Circuit
Board, Gears, and Cord. The Planned Order Release of Ball Holder Subassembly would be
the Projected Requirements of Ball Holder and Ball

Details of the MRP for the Mouse Base

The Mouse Base is supplied by a fabrication unit in Ganapathy, Coimbatore. The
Order quantity is 250 numbers and the Lead Time is 1 Week. The Stock in Hand at the
beginning of the Plan period is 250. Based on the working of the MRP, an order for 250
numbers must be released in week 0, 500 in week 1, 250 in week 3, 500 in week 4 250 in
week 6, and 500 in week 7.

Details of the MRP for Saw Assembly

The Saw assembly is assembled along with the Assembling of the Mouse Assembly.
Hence, the Scheduled receipts and the planned order release are mentioned in the same
week. Since, Periyasamy would assemble 400 Numbers of the Mouse Assembly, he would
also assemble 400 numbers of the Saw Assembly. Hence, the order quantity is mentioned
as 400. However, the components which are required to make one Saw assembly would
have to be available on Friday. Hence, the Projected Requirements for those components
would be mentioned accordingly. The Planned Order Release is worked out and mentioned
to plan for the components which are required to make the Saw assembly. The Planned
Order Release worked out for the Saw assembly would be the Projected Requirements for
Wheel and Spring.

Details of the MRP for Circuit Board

The Circuit Board is supplied by a fabrication in Bengaluru quantities of 400 and
in a weeks’ time. Hence, based on the working of the MRP, Periyasamy must release an
order for 400 numbers of circuit Board in Week 0, Week 1, Week 3, Week 4, Week 6, and
Week 7.

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Details of MRP of Gears

Gears are supplied by Kumaravel Natesan in quantities of 700 every Tuesday. The
MRP calculations for the Gears indicate that Periyasamy must negotiate with Kumaravel
to not supply the Gears on Seventh week. For the other weeks, Kumaravel Natesan can
follow his delivery schedule.

Details of MRP for Cord

Cord is supplied by the supplier from Nanjappa Road, Coimbatore in quantities of
700 and in one weeks' time. Hence, based on the MRP calculations shown in the Excel
sheet, Periyasamy must place an order for 700 numbers of cord on the week 1, week 3 and
week 6.

Details of MRP for Ball Holder

The Ball Holder is a component required to make the Ball Holder Subassembly;
Hence the Planned Order Release of the ball Holder Subassembly must be the Projected
Requirements for the Ball Holder and ball. Kumaravel Natesan can deliver the ball holder
as per his schedule, However, Periyasamy must release an order to Kumaravel Natesan to
supply 50 Numbers of Ball holder in the Week 1 to get an additional 50 numbers of the
same by week 2.

Details of MRP for Ball

The Ball is a component required to make the Ball Holder Subassembly; Hence the
Planned Order Release of the Ball Holder Subassembly must be the Projected
Requirements for Ball. Kumaravel Natesan can deliver the ball holder as per his schedule,
However, Periyasamy must release an order to Kumaravel Natesan to supply 75 Numbers
of Ball in Week 1 to get an additional 75 numbers of the same by week 2.
MRP for Level 3

Details of MRP for Wheel

Based on the calculations for MRP of the Wheel, Periyasamy must place an order
for 600 numbers (Double the order quantity of 300) in Week 0, 300 in Week 2, 300 in Week
3, 600 in Week 5, and 300 in Week 6.

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MRP for Spring

Based on the calculations for MRP of the Spring, Periyasamy must place an order
for 300 numbers in Week 0, 600 (Double the order quantity of 300) in Week 2, 300 in Week
3, 300 in Week 5 and 600 in Week 6.

References

1. The Economist Newspaper. (n.d.). 3D printing scales up. The Economist. Retrieved January 31,
2022, from https://www.economist.com/technology-quarterly/2013/09/05/3d-printing-scales-
up
2. Cummins, K. (2019, January 15). The rise of additive manufacturing. The Engineer. Retrieved
January 31, 2022, from https://www.theengineer.co.uk/the-rise-of-additive-manufacturing/
3. Whitney, D. D. E. (n.d.). Mechanical Assembly and its role in product development. MIT Open
Courseware. Retrieved January 31, 2022, from https://ocw.mit.edu/courses/mechanical-
engineering/2-875-mechanical-assembly-and-its-role-in-product-development-fall-2004/
4. Mahadevan, B. (2010). Operations management: Theory and practice. Pearson.

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Lean Implementation Case in an Indian SME

Thirumani Muniswami Iyer Venkatesana*, Goutam Kumar Kundub

a
PhD Research scholar, Business school VIT University, Vellore
b
Professor and Dean, Business School, VIT University, Vellore,

Shramp Engineers Private Limited (SEPL) is an SME situated in the state of

Telangana. It was started by a first-generation entrepreneur with a MBA in finance
management. SEPL is in the business of manufacturing finished forging components for
automotive and construction industry. The input raw materials are steel bars ranging from
20 mm to 80 mm diameter. The input materials are converted through forging process in
a1600 ton press. This machine happens to be critical equipment in view of its huge capital
investment. The sequence of operations are cutting steel bars, induction heating, forging,
trimming, normalizing through heat treatment furnace, shot blasting, drilling for assembly,
zinc plating and packing before dispatch.

The industry experienced challenges in its on-time performance and profit margins.
On-time performances for this unit was hovering around 50% which itself are a big barrier
for its existence and growth. Profit margins due to frequent raw material increase are
another huge challenge for this unit. The entrepreneur has embarked on process
improvement to address these two concerns. He has identified an external expert to
implement lean methodologies to improve the processes. Lean experts have identified that
on an average 4.4 hours or 15994 seconds were consumed during change over for product
models. It was observed that more than 25 such changeovers were happening every month.
This constituted roughly 55%of the machine availability time in a month on a single shift
basis. It works out to 110 hours /month (25*4.4) out of the availability of 200 machine
hours (25*8)/ month.

Lean tools such as cause and effect diagram, SMED (Single minute exchange die)
tool, 5S, SOP, Muda, Muri, Mura, 5W, Spaghetti diagrams were deployed to address the
reduction in change over time from 4 hours 20 minutes to 1 hour and 28 minutes. This
reduction time for changeover has improved the productivity by 66.86%. This also resulted
in on-time performance from 50% to 86.21%. As a result of improved machine availability
time, turnover increased by Rs 3.25 crores per annum. Correspondingly profit improved by

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Rs 65.17 lacs / annum. Incidentally, the inventory carrying cost of Rs 4.19 lacs/ annum as
an additional benefit resulted out of this exercise.

Introduction on Lean
Government of India has fixed an ambitious target of reaching 5 trillion USD
economy by 2025 (Statista, 2021). Today manufacturing and service sectors are facing
severe threat in meeting the demands of the market in terms of quality, cost, and delivery.
These demands are growing day by day as the competitions are getting more intense. To
address this lean management deployments comes in handy which is a scientific method to
meet all the demands of the market (Eti et al. 2004; Chand and Shivani, 2000; Sun et al.
2003: Prado, 2001).
The present trend in terms of technological revolution and managerial philosophies deals
with the following. Technological resolution takes care of telecommunication, new
information system, machinery, automation, and robotics whereas management
philosophies are to focus on internal processes and organization. Transformation of the
changeover process to be quick to decrease the non-operational times and therefore achieve
more productive production time Single Minute Exchange of Die (SMED) invented by a
Japanese Industrial Engineer has been a major breakthrough of internal processes in Toyota
Industry Shingo (1986). He has systematically analysed the sequence of process in a
changeover setup time. This means the time between the last product series and producing
the first product of the new series that meets all quality parameters. This change overtime
which is a waste in a manufacturing process is called nonvalue added activities because
changeover time does not make change in productive results in an industry even though it
is a needed activity (Deros et al. 2011).

However, the sciences after SMED concept, which do not mean actually a single
minute exchange die. In reality not possible except for very simple change over. This of
course is not very common. But SMED means, the changeover to complete in less than 10
minutes flat (i.e. single digit). SMED is one of the steps to proceed to become a world class
manufacturing organization. An auto component set up has given in detail the positive
effect of reduction in change over set up time. Changeover set up time reduction in some
cases are as high as 85% (Gilmore and Smith 1996). Lack of ‘5S’ standardized work system
is some of the main factors affecting the changeover in setup time. Ohno (1988), President
of Toyota has brought down the changeover time in a die changeover process from 1 day

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to 3 minutes in 1950. SMED is a process innovation, and the corresponding benefits are
immense (Hall 1983; Womack et al. 1990; Hay 1987).

Leschke (1997) looks at the economic costs and the tangible benefits in different
types of Single Minute Exchange Die activity. Van Goubergan and Van Landeghem (2002)
compiles a list of 60 different organizations and their case studies on changeover setup time
and described the sequences followed on different activities improving reduction time.
According to (Dahlgaard and Dahlgaard-Park 2006) there are eight kinds of waste in Lean
Manufacturing system, and they are: waiting, overproduction, rework, motion, over
processing, inventory, waste of intellect, and transportation.

One observation from SEPL was waste was predominant in the changeover process
in a forging machine. This machine is the most critical machine in the industry and there
is no substitute to this and therefore setup changeover reduction happened to be a top
priority.

Another priority in awareness in early 1980s of Japanese manufacturing practice

that the focused effort by shop floor personnel can enhance the capability in manufacturing
(Schirose 1992; Soeda 1991; Wickens 1987). This has become the most contributing factor
in the modern management techniques (Karlsson and Ahlstram 1996; Dawson 1994). If
SMED is applied to bottleneck area, it has its value to improve the capacity availability.
Instead, if a non-bottleneck area is concentrated then it will not make any progress to the
industry because the resources are already idle (Kim et al. 1995; Shingo 1986).

Approach to the Problem

This case study is from SEPL a forging industry. Forging industries in SME sector are
facing acute competition and always fighting for its profit margins Again they have issues
on On-time-delivery performance and in this case, it is only 50%. This study is to focus on
productivity, profitability. On-time performance through application of SMED tool. The
organization aiming for SMED deployment shall have to verify the following for
implementation. Strong team to be assembled to carry out the targets fixed. Study quality
and machine set up time as they are closely linked to the machine design. The team leader
at SEPL is assigned with the responsibility of leading the team and meeting the desired
goals.

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Team member 1 will be the setup operator who conducts change over.
Team member 2 will note down all the elements in the setup and record.
Team member 3 will take photograph of all setups.
Team member 4 will take video film of the entire process.
Team member 5 the time recorder who records every activity.
Team member 6 will draw Spaghetti diagram on the path travelled by setup operator.

We can arrive at a solution, based on the cost incurred and the setup time reduction it
is more relevant for organization to deploy SMED techniques as with little investment
reduction to a level of 60% to 70% achievable in any industry. (Kusar 2005; Shingo 1985)
splits the changeover setup operation into two main categories.

(1) Internal setup: This means any setup changeover that can be done to the machine when
the machine is shut down.
(2) External setup: This means any setup on changeover that can be done prior to shutdown
of the machine.

Cakmakci (2009) emphasized the following three main steps to be activated in a Single
Minute Exchange Die operation. They are:

Step 1: Ask question at this stage as to whether the activities in a setup changeover can be
done before the machine is stopped.
Answer to this will take care of 30% to 50% segregation to external setup from the
internal setup.
Step 2: Convert internal setup activities to external setup activities using 5S/SOPS
improvement to Jigs/Fixtures arranging them may be required at this stage.
Step 3: Streamlining all operations and make SOPS updated, further improvement by brain
storming.
The result of the above is illustrated in the Figure 3 below at the conceptual stage.

Stage Activity Time

Before All activities are after the Total Changeover
Single machines stopped. All setup
Minute time are internal
Exchange
Die
Step 1 Identify and segregate Internal External
activities can be shifted to
external setup duration

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Step 2 Review again and conduct 5W Internal External

analysis CE analysis to
improve external setup time as
many.
Step 3 Simplify further can bring Internal External
down both internal and
external activity.
Source: Faccio et al. (2013)

Figure 3 Single Minute Exchange Die at conceptual Stage

The following tips were applied before embarking the SMED project:

(a) Video graph of the present setup before changeover analysis is performed.
(b) Use a check list.
(c) Perform function checks.
(d) Improve die transportation
(e) Prepare operating conditions in advance.
(f) Standardization of functions (Andon)
(g) Use intermediate Jigs
(h) Streamline every aspect of setup activities
(i) Storage of blades, Dies, Tools, Jigs, Gauges properly (5S)
(j) Implementing parallel operations
(k) Eliminate adjustments
(l) Mechanization
(Kumar and Abhuthakeer 2012)

Please take a few minutes to respond to the following questions on this case.
1. What according to you are the qualities required by an Indian SME practitioner to adopt
Lean methodology in his/her industry?
2. What according to you are the challenges in a service industry in meeting on-time
performance? Suggest areas in hospitality, health care sectors where lean methodology
tools to be addressed as an important element. If so why?
3. What could be the possible five barriers for an Indian SME to adopt lean methodologies
from the point of view of both employees and entrepreneurs each?
4. Apart from the given case study as above do you recommend any other critical areas to
be addressed in Indian SMEs to compete globally?

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5. The entrepreneur in SEPL is an MBA in finance. What challenges/advantages that he

has in running this engineering industry into a profitable enterprise.

References
1. Cakmakci, M. (2009). Process Improvement: Performance analysis of the setup time
reduction – SMED in the automobile industry. International Journal of Advanced
Manufacturing Technology, 41, 168-179.
2. Chand, G. & Shivani, B. (2000). Implementation of TPM in cellular manufacture.
Journal of Materials Processing Technology, 103(1), 149–154.
3. Dahlgaard, J. J. & Dahlgaard-Park, S. M. (2006). Lean production, six sigma quality,
TQM and company culture’, The TQM Magazine, 18 (3), 263-281.
4. Dawson, P. (1994). Total quality management, New wave Manufacturing Strategies
edited by J. Storey. London: Paul Chapman. International Journal of Lean Thinking, 3,
27-37.
5. Deros B. M., Mohamad, D., Idris, M. H. M., Rahman, M. N. A., Ghani J. A., & Ismail
A. R. (2011). Setup Time Reduction in an Automotive Battery Assembly Line.
International Journal of Systems Applications, Engineering and Development, 5(5),
618-625.
6. Faccio, M., Gamberi, M., & Persona, A. (2013). Kanban number Optimization in a
supermarket warehouse feeding a mixed-model assembly system. International Journal
of Production Research, 51(10), 2997–3017.
7. Eti, M.C., Ogaji, S. O. T. & Robert, S. D. (2004). Implementing total productive
maintenance in Nigerian manufacturing industries. Journal of Applied Energy, 5(79),
385–401.
8. Gilmore, M and Smith, D. J 1996, ‘Setup reduction in pharmaceutical manufacturing:
an action research study’, International Journal of Operation Production Management,
vol. 16, no. 3, pp. 4–17.
9. Hall, R.W 1983, ‘Zero Inventories’, Homewood, Illinois: Dow Jones-Irwin. pp. 1-329.
10. Hay, E. J 1987, ‘Any machine set-up time can be reduced by 75%’, Industrial
Engineering, vol. 19, pp. 62-67.
11. Karlsson, C and Åhlstrom, P 1996. ‘Assessing changes towards lean production’,
International Journal of Operations and Production Management, vol. 16, pp. 24- 41.
12. Kim, S. L, Hayya, J. C, Hong, J. D 1995, ‘Setup reduction and machine availability’,
Production and Operations Management, vol. 4, no. 1, pp. 76–90.
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13. Kumar B. S, and Abuthakeer S. S 2012, ‘Implementation of Lean Tools and Techniques
in an Automotive Industry’, Journal of Applied Sciences, vol. 12, no. 10, pp. 1032–1037.
14. Kusar, J, Berlec, T, Duhovnik, J, Grum, J, Starbek, M 2005, ‘Finding and exploiting the
hidden logistic potentials in a company. Strojniski vestnik’, Journal of Mechanical
Engineering, vol. 51, no. 6, pp. 304-329.
15. Leschke, J. P 1997, ‘The setup-reduction process: Part 1’. Production and Inventory
Management Journal, vol. 38, no. 1, pp. 32–37.
16. Ohno, T 1988, The Toyota Production System: beyond large scale-production,
Productivity Press, Portland Oregon USA, pp. 1-195.
17. Prado, J. C 2001, ‘Beyond quality circles and improvement teams’, The TQM journal,
vol. 12, no. 6, pp. 789–798.
18. Shingo, S 1985, A Revolution in Manufacturing: The SMED System, Cambridge, MA:
Productivity Press, pp. 1-361.
19. Shingo, S 1986, Zero Quality Control- Source Inspection and the Poka-Yoke System,
Cambridge MA: Productivity Press, pp. 1-290.
20. Shirose, K 1992, TPM for Workshop Leaders, Cambridge MA: Productivity Press, pp. 1-
166.
21. Soeda, T 1991, ‘Every day, and in every way, I’m getting better and better’,
Manufacturing Engineer, vol. 70, pp. 1-41.
22. Statista 2021, Indian GDP sector-wise-2021, viewed 26 October 2021,
https://statisticstimes.com/economy/country/india-gdp-sectorwise.php
23. Sun, H, Yam, R and Wai Keung, N. G 2003, ‘The implementation and evaluation of Total
Productive Maintenance(TPM)—an action case study in a Hong Kong manufacturing
company’. International Journal Advanced Manufacturing Technology, vol. 22, pp. 224–
228.
24. Van Goubergen, D and Van Landeghem, H 2002, ‘Rules for integrating fast changeover
capabilities into new equipment design’, Robotics and Computer Integrated
Manufacturing, vol. 18, pp. 205-214.
25. Womack, J. P, Jones, D.T, Ross, D 1990, The Machine that Changed the World, London:
26. Macmillan, pp. 1-336.

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Softer, Crunchy and Juicy from Shimla to Chennai!

Joseph Francis Ja*, Thirumurugan Db and Varuneshwaran Rb

a
Assistant Professor, Loyola Institute of Business Administration, Chennai
b
PGDM Student, Loyola Institute of Business Administration, Chennai

Abstract

This Case is written to explain the concept and techniques behind using Value Stream
Mapping. Value Stream Mapping is a popular technique for delivering better value to the
customers and is extensively used in Manufacturing scenarios. However, there are many
who have used Value Stream Mapping for service scenarios too. This case maps the
movement of Apples from Shimla to Chennai to illustrate the use of Value Stream Mapping
as an effective Lean technique to provide Softer, Crunchy and Juicy Apples!

Softer, Crunchy and Juicy from Shimla to Chennai!

A Primer to the Case....

Characters

Matheswaran – Logistics Manager of a heating element manufacturer based in Chennai.

Rajmohan – Factory Manager of a heating element manufacturer based in Chennai.

Rajiv Gupta – Intern of a heating element manufacturer based in Chennai

Muthuramalingam – Store manager in Kovai Palamuthir Nilayam

D Manivanan - Fruit Wholesale agent in Koyembedu market

Joshua Padmasingh - Fruit Wholesale agent in Koyembedu market

Ashok - Quality Engineer of a heating element manufacturer based in Chennai

Matheswaran works in the logistics’ division of a heating element manufacturer

based in Chennai. He is responsible for planning, coordinating, and monitoring logistics
operations such as transportation, inventory, warehousing, and supply chain processes. He
is responsible for ensuring that the right products are delivered to the right location on time,
to the quality required and in the most cost-effective way. He also oversees the distribution

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and transportation of goods from the manufacturer to the consumer. He monitors quality,
quantity, delivery times, and transport costs. And negotiate rates and contracts with the
transportation and logistics providers. The major part of his job is to recommend optimal
transport modes, routes, or frequency. The IT department supports Matheswaran in
ensuring an effective tracking of the various items being transported and stored. To be
effective in his job, he has to manage, coach, and develop a high-performance team. He
also must set the departmental objectives, track Key Performance Indicators, and assess the
performance of the team based on the identified Key Performance Indicators. He is also
responsible for developing and maintaining strong relationships with all connected with the
logistics process.1 He reports to Rajmohan, the factory manager.

Rajmohan has more than fifteen years of shop-floor experience. He had started his
career with a small pump manufacturer in Coimbatore and had grown to become the factory
manager through his commitment and a good attitude. Rajmohan was technically very
sound and had clear knowledge of Product Development, Manufacturing Engineering,
Shop floor Management and Quality Processes. Almost eight years back he had obtained a
Black Belt in Six Sigma Methodologies from the American Society for Quality (ASQ).
Since then, he was actively involved in the activities of the Chennai Chapter of ASQ.
Rajmohan had contributed to developing study materials used by the members of ASQ for
the various certification programmes.

Whenever Matheswaran needed any clarifications about his job, he would approach
Rajmohan. He had always counted on Rajmohan to be his mentor and guide. During the
first week of December, on a surprisingly rainy day in Chennai, Matheswaran had gone to
the Kovai Palamuthir Nilayam to buy his weekly requirement of vegetables and fruits.
Matheswaran’s wife was keen on buying vegetables and fruits only from Kovai Palamuthir
Nilayam. She always found that the vegetables and fruits in Kovai Palamuthir Nilayam
were fresh. However, for the past two months, she noticed that the Apples were not as fresh
as she had wished them to be. “Why are the Apples not fresh” She asked Muthuramalingam,
the store manager. Muthuramalingam knew Vasanthi well and usually would attend to her
needs well. However, he deftly avoided her query and moved on, wondering, “If only I had
known the answer.” Now, on a lighter note, she asked Matheswaran, “Now, do you have an
answer for this?” As a logistics manager, Matheswaran was now caught in a tight corner.
He too deftly avoided the question and moved on to buy the usual glass of Pomegranate
juice that they drink every time they visit Kovai Palamuthir Nilayam.

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The very next day, while having lunch in the executive section of the factory,
Matheswaran met Rajmohan, “Hi, I would like to meet you in your cabin. Can I come
around 4:00 PM” asked Matheswaran. Rajmohan said, “Sure, you can meet me in my cabin
at 5:00 PM today”. Matheswaran had met Rajmohan in his cabin and told him about the
incident in Kovai Palamuthir Nilayam and said, “I should find out about the movement of
Apples from farm to fork”. Rajmohan suggested that they could ask intern Rajiv Gupta to
help them in finding out about how Apples are moved from farm to fork.

Rajiv Gupta had joined the factory as a Logistics Intern. He was pursuing his
Bachelor's Degree in Business Management with Logistics as a specialization. The logistics
skill council had tied up with various colleges in Chennai to create enough skilled
workforce for the Logistics Industry. The logistics skill council also arranged internships
for students with manufacturers in Chennai. The internship was for a period of six months
with a decent stipend.

However, Matheswaran had a question to Rajmohan, “Is it enough just to find about
the movement of Apples from farm to fork. Will it help my wife get fresh, juicy and crunchy
Apples?” Rajmohan answered, “If we can collect sufficient data from the market, we can
certainly do something about ensuring fresh, juicy and crunchy apples”. Matheswaran had
asked Rajiv Gupta to meet him and Rajmohan at the seminar hall in the Training division
of the factory on Wednesday evening 5:00 PM.

During the meeting, Rajmohan briefed Rajiv Gupta on collecting data about the
movement of Apples from farm to fork. He gave a list of things to be done by him. The list
of things to be done by Rajiv Gupta as instructed by Rajmohan is given in Figure 1.

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Figure 1: Things to Do as instructed by Rajmohan to Rajiv Gupta

Matheswaran had earlier worked with the sales department of a multination

company which specialized in providing logistics for perishable goods. Hence, he had
known few major fruits commission agents in Koyambedu, the hub for fruit distribution in
Chennai. There are two major Apple Wholesale agents in Koyambedu, namely DMC Fruits
and Arul Traders. DMC Fruits is now owned and managed by D Manivanan and Arul
Traders is now owned and managed by Joshua Padma Singh. Manivanan belonged to a
family of traders who had migrated to Chennai from Dharmapuri district almost a hundred
years back. His grandfather had started the fruit business in Kothavalchavadi. Joshua
Padmasingh belonged to a family of traders from the town of Nazareth in the Thoothukudi
District. “You should meet both D Manivanan and Joshua Padmasingh. They would give
you Tonnes of information needed for us to study the supply chain of Apples from Shimla
to the nook and corner of Tamil Nadu” said Matheswaran to Rajiv Gupta.

As a Logistics manager, Matheswaran too realized the importance of certain factors

to be considered to study the movement of Apples from farm to fork. The factors identified
by Matheswaran are given in Figure 2.

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Figure 2. Factors identified by Matheswaran

Matheswaran too identified a set of questions which he shared with Rajiv Gupta.
Matheswaran categorized the questions to make it convenient for Rajiv Gupta to collect the
relevant information. The questions are stated below.

General Information

1. What are the harvesting seasons for apples and how much is the yearly produce of Shimla
Apples? What are the challenges faced in harvesting as a process?

2. When and where does segregation happen? Is it done only in terms of size? What are the
challenges faced in the segregation process?

3. Is packing a standard after segregation? Or moved in loose? What are the challenges
faced in packing?

4. How many layers or levels of agents or middlemen are involved before the produce
reaches the market? What are the challenges in transport?

5. By the time it reaches the market or distributors what are the challenges due to transport?

6. What are the challenges between the travel of the fruit from distributor to retailer to the
end consumer? Is there any value addition?

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Information regarding Harvesting

1. How much time does harvesting take for an acre of land?

2. How many apples or kgs of apples turn up from an acre of land?

3. How much man power is used for harvesting a single acre of land generally?

4. How much time is used in value addition - picking and dropping into the basket?

Information regarding Segregation

1. How much time does segregation of the single acre produce take?

2. How much time is spent in value addition if any?

3. How much man power is used for harvesting a single acre of land produce?

Information regarding Packaging

1. How much time does it take to pack the apples harvested from an acre?

2. How much time is spent in value addition if any?

3. How much man power is used for packing a single acre of land produce?

Information regarding Transportation to Wholesale Agents

1. How much time does transport of the single truck produce take from Shimla produce
through all the layers up to agent?

2. How much quantity is loaded in a single truck?

3. What type of truck is used generally?

4. How much time is spent in value addition if any?

5.How much man power is used for transporting a single truck of produce?

Information regarding Transportation to Distributors

1. How much time does the transport of the single truck produce take from Shimla produce
through all the layers up to market?

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2. How much quantity is loaded in a single truck?

3. What type of truck is used generally?

4. How much time is spent in value addition if any?

5. How much man power is used for transporting a single truck of produce?

6. Information regarding Transportation to Retailers and end customers

7. How much time does transport of the single truck produce take from Shimla Apples
through all the layers up to retailer and end customer?

8. How much quantity is loaded in a single truck?

9. What type of truck is used generally?

10. How much time is spent on value addition if any?

11. How much man power is used for transporting a single truck of produce?

Information regarding Inventory

1. How many days does it take between harvesting and segregation?

2. How many days does it take between segregation and packing?

3. How many days does it take to pack and send to local agents?

4. How many days does it take between the local agent and Koyambedu market?

5. How many days does it take between market and retailer/street vendor?

6. How many days does it take between retailer/vendor and consumer

Armed with a battery of questions in his mind, first, Rajiv Gupta started to do his
desk research. “Oh. There are so many things involved in the simple Apple that I eat,”
wondered Rajiv Gupta. Nevertheless, He was excited to start the project of mapping the
movement of Apples from Kashmir/ Himachal Pradesh to the Dinner tables in the houses
of Tamil Nadu.

The Desk research done by Rajiv Gupta is summarized in the ensuing paragraphs.

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Apple is largely grown in Himachal Pradesh and Kashmir. Apple is the principal
cash crop of Himachal Pradesh grown principally in the districts of Shimla, Kinnaur, Kullu,
Mandi, Chamba, and some parts of Sirmaur and Lahaul-Spiti with an average annual
production of five lakh Tonnes and per hectare production of 8 to 10 Tonnes 2. The 6,000-
crore apple economy of Himachal Pradesh is the major source of income for 1.75 lakh
families. Apple is produced over 1.25 lakh hectares in the state with a productivity as low
as 3-4 Tonnes per hectare.3

The Apple growing industry is the biggest industry in Kashmir to the tune of around
Rs 10,000 crore and provides livelihood to around 3.5 million people in the region. The
annual production of Apples in the Kashmir Valley ranges from 1.5 million to 1.8 million
metric tons and the total cold storage capacity in the Valley is 1.20,000 to 1.30,000 MTs.4

Armed with the questions raised by Matheswaran and the instructions given by
Rajmohan, Rajiv Gupta met Joshua Padmasingh and D Manivannan on the 23rd of
December, just two days before Christmas. The incessant rain was only making Rajiv’s
efforts much more difficult.

Both D Manivannan and Joshua Padmasingh were courteous to Rajiv Gupta. In

their entire life in the fruit business, they had never come across a student who was
interested in knowing about the movement of Apples from source to destination. Though
the dirty surroundings of the Koyembedu market was a huge put-off for Rajiv, he was
pleasantly surprised to see that both the Wholesale agents had fully air-conditioned rooms
for discussion. For the entire day, Rajiv Gupta interviewed the two owners and spoke to a
few of the employees. As he was returning home, he wondered, “One of the days, I too
should start a business in Koyembedu. These owners have all the latest electronic gadgets
which they use for their business and they are as sophisticated as the top executives of large
multinational companies. Yes, Koyembedu is not just what we see in the exterior. There is
a very sophisticated interior to it too”.

Rajiv Gupta summarized the key take-aways from the interviews as follows.

Apples are grown in Himachal Pradesh and Kashmir. Among the two, the Apples
from Himachal Pradesh are softer, crunchier, and juicy. These apples are known as
Delishion, a term that is used in the trade circles to refer to Apples from Himachal Pradesh.
The word Himachal Pradesh was usually replaced with Shimla. A Shimla Apple would be

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referring to an Apple harvested in any place in Himachal Pradesh. The cutting period (the
harvesting period) is usually between August and October. There are more than fifty
varieties of Delishions. The Apples from a higher altitude are considered better than the
ones cut from the lower sides of the hills in Himachal Pradesh. According to the two
wholesalers the biggest problem faced by the farmers was that of the wastage of Apples.
Apples being perishable in nature, farmers are not all able to sell all the Apples that are cut
from the trees. However, for the past few years, there are quite a few Controlled
Atmosphere Cold Storage (CATMOS) that have been set up with the support of the
Government of Himachal Pradesh. These help the farmers in maintaining the Apples in the
same condition that they were cut. However, these Cold Storage are only few. Also,
Himachal Pradesh does not have enough Warehouse facilities to store the substantial
number of Apples that are cut during the season.

It is interesting to note that the Apples that are cut in the early part of the season
command a better price than the ones cut towards the later part of the season. A farmer
would need at least ten workers to cut the Apples grown in an acre of cultivated land. Once
the Apples are cut, farmers pack them in Boxes. Also, the farmers segregate the Apples
based on Grade and Size as A, B and C (This ABC Classification has no relationship with
the ABC Classification one gets to study in inventory management). However, the
Classification of A, B and C only refers to the various sizes of the Apples. A refers to Larger
Apples and C refers to the smaller ones. There are local markets (Mandi) in Himachal
Pradesh where the farmers bring their Apples to sell. A Box of Apple would usually weigh
around 50 Kilograms. If there is no demand for the Apples in the Mandi, farmers would
store them in their farms. Few lucky ones would have the luxury of storing them in the
CATMOS.

Once the farmer sells his Apples through the Mandi that are spread across Himachal
Pradesh, the Apples are sent to the various wholesale agents across the country in twenty
feet vehicles. The Lorries that carry Broiler Chickens and Eggs from the Namakkal District
to the North India are used to send the Apples in their return journey. There are many Lorry
operators based out of Thiruchengode who send Broiler Chickens and Eggs from the
Namakkal District and when returning these trucks bring Apples to Koyembedu. These
trucks would be designed to carry 15 Tonnes of Apples in a single journey. Till a few years
back, the Wholesale agents from Koyembedu would purchase Apples from the Delhi
Market. However now, most of the Purchases by the Wholesalers in Koyembedu market is

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done from the Mandis of Himachal Pradesh itself. Now a days, due to better road
connectivity, it takes around six days for the Apples to reach Koyembedu from Mandis in
Himachal Pradesh. A few years back, it used to take around 10 to 11 days (about 1 and a
half weeks) for the same journey. The Apple merchants and the farmers must only thank
the visionary leadership of former Prime Minister, Atal Bihari Vajpayee during whose
tenure the project for the Golden Qudrilateral was started.

Once the Apples reach the Godowns of the Wholsaler Agents in Koyembedu, the
very next day the Apples are despatched to the small wholesalers spread across the Districts
of Tamil Nadu. All the districts of Tamil Nadu have small wholesalers who then distribute
the Apples to the retailers the very next day. The big Wholesale agents in Koyembedu have
access to Cold Storage facilities, where they do store the Apples for a maximum of 3 to 4
days as and when it is required to do so. The Apples are sent to the various districts in Tamil
Nadu in trucks of six to seven Tonnes capacity. Tata Ace, the Kutti Yanai as it is popular
called is the most used vehicle for this. The Small Wholesale agents in Chennai usually
collect the Apples from the Godown owned the agents who got it from Himachal Pradesh
and distribute them to the nook and corner of Chennai.

After the new year celebrations, the very next day Rajiv Gupta submitted his report
to Matheswaran. “Sir, I have also given the details of the exact time and the locations with
respect to cutting, packaging, and selling of Apples that happens in Himachal Pradesh. The
same has been mentioned for the journey of the Apples from the wholesalers to the retail
outlets spread across the state of Tamil Nadu” said Rajiv Gupta to Matheswaran.

A few days later around six in the evening, Rajmohan convened a meeting with
Matheswaran, Rajiv Gupta and Ashok, the Quality Engineer. Rajmohan had read the entire
report submitted by Rajiv Gupta. “Now, this is a class problem where we can apply Value
stream mapping to find solutions to the question raised by Matheswaran’s Wife” said
Rajmohan. Ashok agreed to it. But, he wondered, “I have done Value Stream Mapping
only for improving the Process in manufacturing” wondered Ashok. “The principles of
value stream mapping that is used to enhance the processes in manufacturing can be
applied also to study the process of the movement of Apples from the farms in Shimla to the
Dinner tables in Tamil Nādu”. Meanwhile, “Do I have to spend another fifteen days to
understand Value Stream Mapping and submit a report” wondered Rajiv Gupta.

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“Guys, time to set the ball rolling, we will do the Value Stream Mapping and help
the Farmers, Wholesalers, Retailers and Ladies at home give us softer, crunchy, and juicy
Apples” claimed Rajmohan. Again, “How many more questions will I get?" wondered Rajiv
Gupta. As if Rajmohan could hear that, he said, “Rajiv, this time, I am not going to give
questions to you, rather I would have them shared with Ashok. However, you should read
some basic stuff related to Value Stream Mapping. You can take the study material on Value
Stream Mapping that I had prepared for ASQ. It is available in the small library that we
have near the Purchase Department. Also, you can draw the process map of the movement
of the Apples from the farms of Himachal Pradesh to the dinner tables in Tamil Nadu”.

Rajiv Gupta recollected what Joshua Padmasingh had told, “When customers are
willing to pay 1000 rupees for a kilogram of sweets, they would not hesitate to pay the
money fixed by us if only we could deliver the Apples in the same softer, crunchy and juicy
form that it is available in Himachal Pradesh. I am sure you have not eaten such Apples
here in Chennai”

Meanwhile Matheshwaran received a call from Vasanthi, “When are you coming
home? We must go to the Kovai Palamuthir Nilayam to purchase vegetables and fruits.
And better Muthuramalingam be prepared with the answers on why the Apples are not
fresh. Anyways, you were clueless about it”. Matheswaran shared the words told by his wife
to the others and all had a loud, unrestrained burst of laughter

Instruction
Imagine that you are Rajiv Gupta, and come prepared with the process map of the
movement of the Apples from Himachal Pradesh to the dinner tables in Tamil Nadu. Also,
do not forget to do your reading on the fundamentals of Value Stream Mapping. You can
refer to the Books mentioned in the course outline. Let us work to get softer, crunchy, and
juicy apples!

References

1. Moody, J. (2022, January 22). The Urban Rail Development Handbook. Retrieved
February 1, 2022, from
https://www.academia.edu/69184215/The_Urban_Rail_Development_Handbook

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2. Yogendra, K. (2016, March 29). Apple season begins in Himachal pradesh. The Hindu.
Retrieved February 1, 2022, from https://www.thehindu.com/news/national/other-
states/apple-season-begins-in-himachal-pradesh/article7493082.ece

3. Himachal apple rates fall amid glut, low demand. Hindustan Times. (2021, August 20).
Retrieved February 1, 2022, from https://www.hindustantimes.com/cities/chandigarh-
news/himachal-apple-rates-fall-amid-glut-low-demand-
101629451984581.html#:~:text=The%20%E2%82%B96%2C000%2Dcrore%20apple,3%
2D4%20tonnes%20per%20hectare

4. Kashmiri apple growers are ready to compete with Iranian apple but not with cheap duty-
free Iranian Apple. https://www.outlookindia.com/. (n.d.). Retrieved February 1, 2022,
from https://www.outlookindia.com/website/story/kashmiri-apple-growers-are-ready-to-
compete-with-iranian-apple-but-not-with-cheap-duty-free-iranian-apple/409665

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The Challenging Journey of OEMs to Drive Electric 2 wheelers from

Research & Development to Ride on Roads: Indian Context
B Charana and S Vasanthab*
a
Ph.D Research Scholar, School of Management Studies, Vels Institute of Science, Technology &
Advanced Studies (VISTAS), Chennai
b
Professor, School of Management Studies, Vels Institute of Science, Technology & Advanced Studies,
(VISTAS), Chennai

Abstract

This case study is about the challenging operations that Original Equipment Manufacturer
(OEM’s) in the space of electric 2 wheelers manufactures are facing serious barriers in the
present business environment, despite of support from Ministry of Heavy Industries -
Government of India, in financial support to drive the sales & encourage the citizens to use
Battery operated 2 wheelers. The efforts involved by the OEM’s in manufacturing a new
model of electric two-wheeler includes huge investment on research & development to get
the product approved by International Centre for Automotive Technology (ICAT) or
Automotive Research Association of India (ARAI) generally take 2-3 years to enable the
product in the market to the customers. Despite of this long duration & huge investment
OEM’s are facing major challenges in importing electronic components and parts from
China as the customs duties are being hiked by the government as to boost the local
manufacturing but still the cost of electric components such as Electric power Control Unit,
Motor, Convertor, Battery & Charger costs high in India as compared to the components
that are imported from China. In consumer prospective the barriers to adopt E2W (Electric
2 Wheelers are premium pricing, battery range anxiety, charging infra, after sales services
and spares availability at local market. A systematic approach is needed to drive the
adoption of Electric 2 Wheelers on large scale to achieve the goals of National Electric
Mobility Mission Plan (NEMMP) 2020.The outcomes of this case study focus on the four
major challenges such as regulatory atmosphere, EV business as profitability, Charging
Infrastructure & customer acceptance.

Keywords: Electric Two Wheelers, Electric Power Controller, Controller, Battery &
Charger

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Case Introduction
In result to progressively stiff CO2 regulations and the estimated penalty for
noncompliance, the majority automotive players are striving for electric vehicles growth
plans as OEM’s had announce by 2025, 600 new electric vehicles models will be launched
in India and competition is most likely to grow as new players come into market. Greater
than ever the sale of new electric vehicles is increasing as the fuel prices hiked. OEM’s
might find it further complicated to make profits if subsidies are not allocated or reduced
by the government as technology advance. Government of India in association with
Department of Heavy Industries is continuously supporting the electric mobility to reach
the goals of National Electric Mobility Mission Plan (NEMMP) to achieve 30% plug in
vehicles by 2030 in order to reduce the carbon foot prints across the country. The great
momentum in EV centric is going to witness in 2022 considering the multiple factors. To
achieve the goals set by NEMMP under FAME 2 (Fast Adoption and Manufacturing of
Hybrid and EV) government of India has allocated Rs10,000 Crore for a period of 3 years
commencing from 1st April 2019 to drive the sales of 10 Lakh electric two wheelers under
subsidy scheme to the customers which gives subsidy on cost of the battery, reduction in
GST rate for electric vehicles from 12% to 5% and tax exception under Section 80 EEB up
to Rs1.5 lakh loan taken to purchase electric vehicle to the customers. As on Jan 2022,
195632 units of 2-wheeler vehicles sold which is 20% of the target set under FAME 2.
Despite of all these support from the government to drive the electric mobility still
customers faces major challenges in terms of availability of spares at local market, GST on
spares ranges from 18% to 28% , High cost battery, lack of charging infra, long time to
charge the battery, standardized charging sockets, poor road conditions and non-
availability of service after sales due to the non-availability of spare parts on time and in
case of under warranty claims the idle wait time is higher.
The case is structured to achieve the following objectives:

1. Understanding the importance of standardize technology in battery chemistry &

charging sockets.
2. Importance of charging infrastructures to drive the masses at large to use battery
operated vehicles
3. Understanding the importance of pricing of 2-wheeler electric scooters & necessary
changes in GST on spares.

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Technology drawbacks in Electric Vehicles

Currently under FAME 2 subsidy only Li- ion Battery 2 wheelers are eligible to get
subsidy due to increase in energy density and high voltage cells. Hence all the lead acid
configured batteries had shifted to Li- ion battery to full fill the guidance of FAME 2.
Majority of the Battery manufactures are now investing in Li-ion battery manufacturing
setup which is expensive at this moment as majority of the battery components such as
lithium iron disulphide, Lithium–manganese dioxide Lithium Cobalt Oxide Lithium
Manganese Oxide and Lithium Iron Phosphate are imported for production. Due to this the
cost of the batteries are expensive and the same is subsidized in the FAME 2 Scheme,
However the life span of these batteries would be 2 to 3 years and after 3 years of use it is
expected to spend Rs40000 for 2KW Battery which is 45% of the new vehicle cost.
Currently there are different charging sockets to different electric scooters as per the tie up
with the battery manufactures. Due to this everyone has to carry their own chargers and not
suitable in common to all.

Government Interventions in Pricing & Charging Infrastructure

To drive the sales and adoption of electric vehicles usage the central government
had taken many initiatives along with the state governments to contribute for subsidy so
that the price of the electric scooters will be affordable to the economy class people. To
empower faster adoption FAME 2 subsidy & state level subsidy in few states are given to
scale the number of registrations, GST reduced to from 12% to 5% of purchase of new
vehicle however the cost of spare and servicing seems to be expensive as GST varies from
18% to 28% which is very high in customer point of view. Charging system rollout has
been accelerating, but accessibility is still limited particularly for high-speed charging
station. Flawless & convincing charging experience is not extensively available due to
market fragmentation. Critical enablers in the EV sector is still missing for scale up EV
after sales and part operation, including battery recycle and re-usage capability. ICAT
(International Centre of Automotive Testing) & ARAI (Automotive Research Association
of India) has to determine standardize charging sockets to all the OEMs so that it will be
easy to setup charging infrastructures in all the public parking’s and on the national
highways.

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Focus

New eco system to drive the two-wheeler electric vehicles usage

• Testing & Certifying Agencies • Increase Battery Efficiency

• Special Taxation on Electric • Driving Range of EV
Vehicles • Fast Charging
• Special Tarrif for electric • Motor Capacities
Vehicles
• Subsidy for electric vehicles
• Elgibility to FAME 2

POLICY TECHNICAL

INFRA
MARKET STRUCTURE

• Raw materials for Batteries • Battery Swapping Station

• Imports of electronic components • Charging Infrastrcuture
• Availability of spares at local market • Smart Grids
• Skilled Technician availablity • Service Centers

Figure: 1

Suggestions

Policies

Central & State governments has to reduce the GST by 2% on new purchased
electric vehicles and on Spares & Electronic components GST to be fixed at 5% current tax
ranging between 18% to 28% till the eco system gets standardize. All the states must grant
permission for exemption of road taxes until the electric vehicles eco system gets
standardize and allocate special incentives likewise the central government FAME scheme.
Till the eco system gets stabilized in terms of research and development, ancillary units
support for electric vehicles in manufacturing the spare parts Department of Heavy
Industries must allow other manufactures to enter into FAME 2 as the current rules of
FAME 2 is allowing only for the manufactures whose parts of the electric scooters are
100% manufacturing in India.

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Technical
Innovation in the space of battery manufacturing has to scale up 10X times so that
the myth in range of the battery can be eliminated in the mind of the customers. Driving
range of the electric two wheelers must be standardize to 150 Kms per charge by all the
OEM’s (Original Equipment Manufacturers). Motor capacity of the electric two vehicles
must be increase to 3000 Volts so that driving experience to end users will be improved.
Fast Charging has to be implemented in range of electric scooters so that the myth in
charging time will be minimized. Performance and efficiency of the vehicles range,
maximum speed, acceleration, warranty, electric energy consumption (KWh per 100
KMS), Battery technology, Battery capacity, Battery density and Battery charging cycles
must be defined in a standardized way by all the OEM’s so that the durability of the product
will be stabilized as compared to the Internal Combustion Engine (ICE).

MARKET
Government must liberalize the policies in imports of raw materials for the battery
manufactures. Imports on electronic components & spares for electric scooters have to be
minimized by encouraging ancillary units and training them to manufacture the necessary
components required. Technical education related to electric mobility must be imparted in
respective institutions to train the students. Spares must be made available in all the local
automobile spare shop.

INFRA STRUCTURE
Battery swapping stations must be developed to ensure the availability of quick
battery replacement options in case of low battery levels. Fast charging infra structure has
to be developed on all major road connectivity’s. Internal Combustion Engine mechanics
must be trained on all the parameters of the electric scooters so that the availability of
support and assistance to the users will be available to serve the needy.

Teaching Outcomes
Making strong choice about electric vehicle platform blueprint include matching
inferior material cost with high capital allotment and maximize capacity wherever
feasible. Applying additional cost-reduction approach to OEM’s, include design simplify,
cost unbiased and destructive purchase strategy, partnership to share the research and
development to scale up the technology drawbacks in the electric vehicles manufacturing.

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Due to increase in fuel prices, the shift from Internal Combustion Engine (ICE) vehicles
to electric mobility has been rapidly increasing with the awareness of the advertising &
also government relaxation on road taxes, subsidy on new purchases & tax exemptions
benefits. However, the battery costs have to be minimized as at the time of replacement as
it cost 40% of the vehicle cost which is huge burden on the customers, aside availability
of the spare parts must be increased by reducing the GST on the spare parts and increase
the charging point at public parking’s by providing the fast charging provisions. There is
no doubt that in the next 5 years transition period will be challenging in this space by both
the automakers and suppliers as well.

References:

1. Pravatha Vardhini C (2019), 2 wheeler electrification: challenges and opportunities.

2. Sebastian Kempf, Philipp Lühr, Patrick Schaufuss, Anna Strigel, and Andreas Tschiesner
(2020), Leaving the niche: Seven steps for a successful go-to-market model for electric
vehicles. McKiney & Company: Automotive & Assembly research insights.
3. Varun Goenka, CEO and Co-Founder, Charge up, YEAR 2022 FOR THE EV
INDUSTRY: CHALLENGES AND EXPECTATIONS.
4. Vinod Venkateswaran, Suraj Nair, S Ramachandran (2021), An Ecosystem Approach for
EV Adoption.
5. Yatti Soni (2019), What Are The Challenges For The EV Market In India?
6. https://fame2.heavyindustries.gov.in/

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Operations-Sustainability Case

S Jaisankara, Aman Kumar Dubeyb

a
Associate Professor, Department of Management Studies Kumaraguru College of Technology, Coimbatore
b
Assistant Professor, Department of Management Studies Kumaraguru College of Technology, Coimbatore

Abstract

Khadi institutions have traditional values and business ethics. Even in today’s internet and
digital era they adopt and exhibit their traditional practices and culture. There are many
good practices adopted by these institutions. Even today, the Khadi production process is
well aligned with the United Nations Sustainable Development Goals, SDG. Sustainability
has been understood as satisfying the needs of the present generation without
compromising the needs of future generations encompassing the verticals of economy,
society, and the environment. Khadi Institutions established by Khadi & Village Industries
Commission, KVIC (Ministry of Micro, Small, and Medium Industries, India) are semi-
autonomous institutions functioning to provide Employment & produce saleable Khadi
products. They are primarily involved in creating self-reliance amongst the poor to create
a robust rural community. Khadi is a hand-woven cloth delivered without environmental
damages. This case attempts to explain how Khadi India institutions operate their
production process to achieve the SDG goals and to understand how Khadi production
aligns with the triple bottom line framework for sustainable development.

Keywords: Sustainable Development, Khadi Institutions, Production process, Triple

Bottom Line

Khadi India-The Textile Emporium of the World

Khadi is a cloth that is hand-woven and is made from cotton or silk thread made on
a spinning wheel. Khadi Institutions are the backbone of rural development of India
involved in producing the Khadi and Khadi related products. There are 7050 Khadi
Institutions (KIs) spread across India that are functioning under the guidance of Khadi
Village and Industries Commission, KVIC, Ministry of MSME, Govt. of India. KVIC has
been entrusted with the responsibility of planning, promotion, organization,
implementation of programs and release of financial assistance for the development of the
sector. These institutions provide employment to more than 10.1 million rural artisans in

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the country. In the state of Tamil Nadu, 69 Khadi Institutions (known Sarvodaya Sangh)
are affiliated with KVIC out of which 26 are under Madurai and 43 are under Chennai State
District Office. All the 69 Sarvodaya Sangh operates with the objective of producing and
selling Khadi and Khadi related products developed by the rural community in the brand
name ‘Khadi India’.

Clothing has been one of the most potent forms of expression used by human
civilization. It not only protects one's body but also conveys messages about one's culture,
personality, taste, and preferences. Today's clothing trends have had very humble
beginnings. India has been at the centre of these trends since time immemorial Proof of
textile weaving and clothing has been found in India, even in the bronze Age. The famous
statue of the bearded man from the Indus Valley Civilization
adorning a fabric with floral motifs is a well-known
architectural proof. Textile exports from India have been
mentioned in lithographs and seals, which are over 10,000
years old. The fine quality of Indian textiles made them a
favourite of people across the globe, including the Greeks
and the Romans. One such fabric is 'Khadi' or 'Khaddar'. Khadi was popularized by
Mohandas Karamchand Gandhi, the father of the nation in the early 20th century; however,
its existence as a fabric has been present since time immemorial. Hand spinning and
weaving, which forms the core principle of Khadi, has been a regular practice of people of
the Indian sub-continent even in the ancient ages. The finding of pottery jars covered with
fabrics, Bronze tools, and terracotta spindle whorls shows that hand spinning and weaving
were daily practices among ancient Indians. Most of these handspun fabrics were expensive
and were exported to other countries for consumption by the royals and commoners alike.
Indian textile reached across the globe through different trade routes. The maritime silk
route was most significant in taking the Indian textile products to the far east. India was
indeed the textile emporium of the world.

The Emporium Breaks

However, different forces dethroned India from its dominant place in the textile
world with passing time. Imperialistic forces of the British government and the trade
policies of East India Company reduced India to an exporter of cotton and an importer of
finished clothes. Imperialistic forces were also supported by inventions like Spinning

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Jenny, Electricity, and other similar industrial revolution products. Along with these
machines, the British imperialistic powers also used the law to further their vested interest
by legislating the infamous Calico Acts. As a result of this multifaceted imperialism, anti-
imperialistic forces rose in India. Among many such forces was a man who, despite being
frail, shook up the foundations of British imperialism. Mohandas Karamchand Gandhi, a
young barrister who later became the father of the nation, was a prominent force in bringing
back the lost glory to Indian textiles. He advocated using handspun and hand-woven khadi
fabrics to encourage self-reliance among Indians. This paper gives a brief history of khadi
as a fabric and explains how the sustainability model can be applied to other businesses.

The Khadi Spirit

Khadi's significance can be understood because after the Britishers decided to
partition Bengal in 1903, The Indian nationalist took to khadi as the base for self-reliance
and started mass production of khadi clothes to reduce the dependence on British made
fabrics. As a result, the Indian National congress in 1922 formed a separate Khadi Board.
The All-India Spinners Association was formed in 1925 by Mahatma Gandhi to ensure the
usage and popularization since Khadi as a fabric has been symbolic to the Indian freedom
struggle has been used by commoners and leaders alike.

Cloth of Character

Khadi cotton is a short-staple cotton crop that can be cultivated on low fertility soils
with minimal or no chemical inputs. This way, it leaves the more fertile land for other
productive purposes like growing food crops. Also, it prevents damage to the environment
by avoiding the use of chemical fertilizers. Most of the Khadi spinning and weaving centres
source their raw cotton from nearby small and marginal cotton farmers, thereby avoiding
shipping the raw material to long distances. Here Khadi process becomes sustainable by
Local sourcing of ingredients and raw materials & minimal transportation.

Khadi spinning and weaving centres are located in rural areas, avoiding crowded
Urban agglomeration. It is well known that urban-centric manufacturing failed massively
during the covid period and crowding at such places was a source of the spread of
Infections. Here the khadi model is sustainable because of facilities located in rural areas.

Employment in these khadi production centres is mainly provided to low skilled

and semi-skilled artisans, thereby generating Employment for a group that will generally

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find it harder to get jobs elsewhere. Additionally, most of these people are from nearby
rural areas, thereby reducing the carbon footprints generated by long distances travelled by
employees. Hence Khadi model becomes further sustainable by ensuring Low carbon
footprint employee transport and Employment of unskilled and semi-skilled populations.

The Khadi production centres are spread across the country. They are not located
centrally, ensuring consistent supply if any of these centres are disrupted. Thus Khadi
model inspires distributed production against the centralized production of today's world.
The khadi production model has an environment-friendly production process by ensuring
minimum consumption of resources like electricity and water.

Khadi Fabric is a product that has positive health benefits by cooling the body in
hot temperature conditions and warming the body in cold temperature conditions. This
keeps the body temperature in control and keeps diseases like cold and heat strokes away.
Additionally, wearing such fabric lessens the artificial heating and cooling system
requirement. Hence, the khadi model becomes sustainable by having human health-friendly
and climate-responsive products (shown in Table 1).

The Khadi sustainable business model described is an indicative model and can be
replicated by businesses whose goal is to become sustainable. By taking up sustainability
in different aspects of their supply chain, organizations can conserve the environment and
benefit from enhanced financial Bottom lines because of differentiated products and
sustainable competitive advantage.

Questions for discussion:

1. Identify the sustainability components achieved in production of Khadi cloth.
2. Construct a Khadi Production Model mentioning the Input-Transformation Process-
Output factors
3. Explain the Triple Bottom Line framework in context of Khadi production.
4. Discuss how Khadi Institutions objectives are aligned to the United Nations
sustainable development goals.

Acknowledgment

This case development is an outcome of the funded research by Indian Council for
Social Science and Research, ICSSR, New Delhi. The authors thank ICSSR for the support
and guidance.

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References

1. MCATEER, P. (2019). Sustainability Comes Change. T.D.: Talent Development, 73(8),

42–47.
2. Research and Markets. (2 C.E. 2016). Khadi! Pride of India - Industry Report 2016 -
Research and Markets. Business Wire (English).
3.https://www.faridagupta.com/blog/things-to-know-about-khadi-
fabric.html#:~:text=Khadi%20fabric%20originated%20during%20the,keeping%20one%2
0fresh%20in%20summers.&text=The%20first%20Khadi%20fabric%20was,Boycott%20
movement%20commenced%20in%20India.
4. t is the immediately practicable supplementary occupation that can be offered to a vast mass
of the population that is starving or half-fed in consequence of abject poverty and enforced
labour for nearly half the year" Khadi Guide 1927 Ahmedabad, All India Spinner
Association
5.http://www.businessworld.in/article/Khadi-The-Future-Of-Sustainable-Fashion/29-09-
2019-176705/
6.https://thedailyguardian.com/the-khadi-model-of-sustainable-development-in-the-time-of-
a-pandemic/
7.https://www.vogue.in/fashion/content/why-khadi-is-one-of-the-most-sustainable-fabrics-
to-consider-now
8.Venkatesh, Jayashree. (2019). KHADI- CIRCULAR INNOVATION AND
SUSTAINABILITY.
9.https://indianexpress.com/article/lifestyle/fashion/khadi-sustainable-fashion-livelihood-
opportunity-designers-7551823/
10.https://www.era-environmental.com/blog/sustainability-management-triple-bottom-line
11. https://www.era-environmental.com/blog/sustainability-management-triple-bottom-line
12. Thomsen C. (2013) Sustainability (World Commission on Environment and Development
Definition). In: Idowu S.O., Capaldi N., Zu L., Gupta A.D. (eds) Encyclopedia of Corporate
Social Responsibility. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-
28036-8_531

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Machine Replacement in Plastic Industry

L Aravindh Kumarana*, Tisha Meriam Cherianb
a
Assistant Professor, Loyola Institute of Business Administration,
b
Teaching Assistant, Loyola Institute of Business Administration

Abstract
This case is intended to teach the problem of machine replacement based on assignment
model, a topic in operations management. This case deals with machine replacement in
plastic company, where four machines were responsible for manufacturing one type of
container, which is responsible for maximum sales. These machines are running
successfully without much variation in operating cost. Since the life expectancy of four
moulding machines is nearing, they decided to replace two machines now due to capital
limitation. Operation team is collecting data such as operating cost, productivity, and profit
data. The problem is to identify the data and method to solve the problem of finding which
of the two machines to be replaced first. Based on the data available, an assignment model
is formed to solve the machine replacement problem. The case is explained with step-by-
step procedure and excel solver solution.

Case
Surya Plastics Company is one of the leading manufacturers of plastic containers
for various industrial usages. They are manufacturing four types of containers, such as
CAN1214, CAN1216, CAN1316 and CAN1319, each of the above four container is
different in sizes and customer usage, however the raw materials for all the four types are
same with different quantities of consumption, moreover similar machines are used to
manufacture all the four with different settings. Mr. Prasad is the production manager and
knows that the sale of CAN1216 is 70 percent of the total sales, but the other three types
are being consumed by the same customers in lesser quantities. Though CAN1216
container consumption is high in percentage, the customers don’t want to go for another
supplier to buy lesser quantity of other types of containers.
Four moulding machines are dedicated to manufacture the CAN1216 type of
container, it was purchased few years ago from the domestic supplier. Mr. Guru, head of
the maintenance team, has noticed that those four moulding machines on the shop floor are
nearing their life expectancy. He had a discussion with Mr. Prasad and finance head Mr.
Hari to identify the feasibility of replacing all the four moulding machines together or

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individual replacement. The budget availability for capital expenditure current financial
year was limited to spend for machines, So Mr. Hari suggested to replace one or two
machine maximum for this year.

The operating cost of moulding machines is assessed and found that they are
varying at a negligible rate. Mr. Guru and the teams maintained all four machines as per
the preventive maintenance scheduled and considerably reduced the variation in operating
cost. All the four machines’ productivity is almost similar and high as per the industry
standards. It is hard to deicide the replacement based on operating cost of the machine. Mr.
Guru and Mr. Hari together advised Mr. Prasad to check other parameters for deciding on
a replacement.

Mr. Prasad started discussing with his team to collect all the data related to the four
moulding machines. At the same time, he invited the quote and technical specification of
the proposed two new moulding machines. He found that the new machines are similar to
the old ones with no difference in technical and operation specifications. One subordinate
collected the production capacity of the machines each be as 500 units per day (capacity)
and only four trained workers available per day to handle the machines. Next subordinate
supplied the data of productivity, data of machines against each worker, in addition the new
machine’s productivity also estimated against each worker was listed as follows.

M/c 1 M/c 2 M/C 3 M/C 4 M/C 5 M/C 6

Worker A 94 91 90 88 89

Worker B 92 89 86 89 91 92

Worker C 88 88 93 91 90 89

Worker D 91 89 91 90 88 92

Note: M/c 1- Machine 1, M/c 2- Machine 2, M/c 3- Machine 3, M/c 4- Machine 4, M/c 5-
Machine 5, M/c 6- Machine 6

Another subordinate collected the average machine operating cost per unit of
production is Rs 15, the variation as identified for machine 1 and machine 3 is 5% higher
than the average. The other two machines have 3% less than average. Next subordinate
collected the profit per unit of CAN1216 as Rs. 115 per unit. Mr. Prasad and the team is in

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discussion to identify and replace one or two machines together using the relevant data
collected.

Questions
1. Critically evaluate this situation for machine replacement
2. Find which are the two old machines can be replaced instead of two new machines.

Teaching Note
Case synopsis

Surya Plastics Company is a leading manufacturer of various plastic containers for

industrial use. The company produces four types of containers such as CAN1214,
CAN1216, CAN1316 and CAN1319, each differs in size and usage, but raw materials and
production machine remain the same. Among the four containers, CAN1216 has higher
consumption than other containers. CAN1216 containers are manufactured using four
moulding machines which were purchased years ago. As the life expectancy of machines
is nearing and it is found that few machines have less productivity hence it is economical
to replace the machines which have low productivity.

The team from the company has to identify whether all the four machines have to
be replaced or individual replacement is needed as the availability of finance for the current
is limited to spend on machines. Hence any one or two machines has to be replaced. As the
machines have almost the same productivity it is difficult to identify which has to be
replaced based on the operating cost.
Mr. Prasad, the production manager, invited a quotation for the other two proposed
machines (new). The capacity of machines per day is 500 units and four trained workers
handle the machine per day. Based on this the productivity data against each worker data
is mentioned. The profit per unit of CAN1216 is Rs. 115.

Case teaching objectives

The case is interesting for the following reasons:
1. It allows students to understand the necessity of machine replacement model and
assignment problem

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2. It provides meaningful insights about the machine replacement model with the value of
year and money. And it also helps to identify which machine has to be replaced.
3. It is helpful to solve the machine replacement model using assignment problem in excel
solver.
The instructor can describe the machine replacement model and when it can be
used. It is important to illustrate the need of machine replacement which has to be replaced
based on lesser productivity. The replacement models are concerned with the problem of
replacing the machines due to failure, efficiency deterioration or breakdown. The
replacement of items is advisable has efficiency or productivity declines as time goes by.

1. Critically evaluate this situation for machine replacement

The case highlights the machine replacement problem in a medium-sized company that
manufactures containers for industrial use. Quality of product depends on the
manufacturing, in which the machines used for production play a vital role to maintain
quality of the product.
• The replacement of the machine has to be done when there is physical deterioration
of the existing machine.
• When the operating cost and maintenance become significantly high.

2. Find which are the two old machines can be replaced instead of two new machines.
To identify which two machines need to replace with two new machines we are using
assignment problem method using excel solver. The productivity values are given in Table
1.
Step 1 – Since the company decided to replace the two machines among the four machines.
It is necessary to compare the machine outcome, five machines and six machines for
deciding the replacement.
Step 2 – To compare the outcomes, the outcome of the machine can be compared in terms
of productivity, cost of operation and profit. Productivity alone cannot be considered for
replacement because the machine's actual capacity needs to be compared. Capacity data of
machinery is not available in the case. Since the cost of operation is given in relative
percentage figures, it cannot be used, so the profit can be used to solve the problem
Step 3 – The solution to the problem is to develop an assignment model with profit values
and solve it using a solver to find the machines to be replaced. The model developed with
profit values are as follows in Table 2.

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Table 1: Productivity values

M/c 1 M/c 2 M/c 3 M/c 4 M/c 5 M/c 6

Worker A 94 91 90 88 89

Worker B 92 89 86 89 91 92

Worker C 88 88 93 91 90 89

Worker D 91 89 91 90 88 92

Note: M/c 1- Machine 1, M/c 2- Machine 2, M/c 3- Machine 3, M/c 4- Machine 4, M/c 5-
Machine 5, M/c 6- Machine 6

Table 2: Profit values

M/c 1 M/c 2 M/c 3 M/c 4 M/c 5 M/c 6

Worker A 54050 52325 51750 50600 0 51175

Worker B 52900 51175 49450 51175 52325 52900

Worker C 50600 50600 53475 52325 51750 51175

Worker D 52325 51175 52325 51750 50600 52900

To convert to profit value:(Capacity*(productivity rate /100)) *profit per unit

Eg: for Worker A, Machine 1: (500*(94/100)) *115= 5405

Step 4. The assignment model is solved using a solver to find the machines to be replaced.
By referring to the solver solution in the excel sheet, we can find that machine 2
productivity is less than others

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Figure 1: Profit details with Machine 5 added.

Figure 2: Profit details with Machine 6 added.

Hence, we can find the solution as Machine 2 and 4 can be replaced, since it has been
assigned for dummy workers. The total profit is Rs. 2,11,600/- (Two lakhs eleven thousand
six hundred only).

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A Case Study on Decoding the Landscape Of Non-Fungible Tokens

(NFT) Trading
Jeevitha Ra*, Amaleshwari Umapathya
a
School of Management, D.D.G.D. Vaishnav College, Chennai.

ABSTRACT
Non-Fungible Tokens (NFTs) are new and unique digital assets based on blockchain
technology introduced in late 2017. Currently NFTs represent objects like art, collectible,
and in-game items. They are virtually traded within the smart contracts with
cryptocurrency as their medium of exchange. Everyone’s attention caught on NFTs
during late 2021, when a square-collage of 5000 works of Beeple was sold for $69
million. This paper is dissected as, first we characterize the NFT market and its
participants, second to know the statistical properties of the market and understand its
landscape. We showcase big companies and its footpath in the NFT market. The
secondary data is collected from various interviews by experts, journals and trading
websites. We anticipate that these analyses will stimulate further research on NFT trade
practices.
Keyword: NFT, Opensea, Blockchain, marketplace, Ethereum

INTRODUCTION
Background
Crypto currency was invented by pseudonymous and presumed to be introduced by
Satoshi Nakamoto in 2008. It is a decentralized digital currency without any Central Bank
or any Regulatory body. All the transactions are verified by network nodes through
cryptography and recorded in a public distributed ledger called a Blockchain. The first
crypto currency is Bitcoin.

Understanding Decentralised Finance(DeFi) and Smart Contracts

DeFi was introduced in the year 2009, after the launch of Bitcoin.It is the first peer-to-
peer digital currency, which transformed the traditional finance world. DeFi is the
umbrella term used for various applications and projects used in Blockchain space. These
financial applications are built on decentralised blockchain technologies by using the
Smart contract.

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Now comes another unique way to trade the financial assets or underlying assets. All the
contracts between the traders are based on a programming language that allows multiple
to interact with each other. So this requires no intermediary or banks to control the risk.
Most of the application uses the Ethereum network to trade. Ethereum is a technology
that enables home currency to digital money, global payments and application. People
from anywhere in the world can easily lend and borrow or trade using the financial tool in
the ethereum network. Crypto booms across the globe, and decentralization of finance
seems to dominate the novel financial instruments such as NFTs.
Is Non-Fungible Token is an Asset
Non-Fungible tokens is a metacode, which uses blockchain technology to store its digital
art in the form of links on the Internet. Non-Fungible means something which is unique
and non-replaceable with its qualities or anything else. A token on the other hand means
ownership of the virtual assets. NFTs are the finished goods, having a product value
which is sold by the seller to the buyers directly. The value of the NFTs are appreciated
with the external forces impacting the demand and the supply for an underlying asset.
Essentially, NFT are digitised tokens representing art, music, video, collectibles which
have real-time value, but converted into digital format and recorded in blockchain.

MARKET CAPITALISATION OF NFTS

By March 2021, Forbes reported a combined market cap of major NFT projects has
increased by 1,785%.
After Beeple’s selling his NFTs with more than $69 billion, the market’s explosive trend
involving NFTs have led the highest sales volume of NFT marketplaces everyday,
alongside the valuations of NFT-related tokens. Theta Network’s THETA, Enjin’s ENJ,
Sandbox’s SAND, and Axie Infinity’s AXS are some of many major NFT or blockchain
gaming-focused applications. Consequently, major NFT marketplaces, like Rarible and
Opensea, had increased their sales volume between 50-fold to 100-fold by the end of the
2021.

Digital assets or collectibles having common features are traded in the NFT market. Most
collections can be categorised in six categories: Art, Collectible, Games, Metaverse,
Other, and Utility.

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Source: https://nbatopshot.com/moment/easyaces+c1c29a9a-327f-47fe-a570-f4bd806b1ae3

The above are the NFTs of LeBron James playing in the series 1 of National Basketball
Association in October 2020. These collectibles are traded at $230,023 by the start of
Feb, 2022. Evaluating the factors we see that high demand for the NFTs LeBron James is
a top notch triple double in Game 6 with 28 points, 14 rebounds, and 10 assists on the
way to winning his fourth career championship and number 17 for the Los Angeles
Lakers franchise.

MARKET LANDSCAPE OF NFTS

NFTs reaching new heights superseding the growth of the crypto market. The NFTs are
traded in the marketplace such as Opensea, CryptoPunks, Raribles and other markets
trading with respective cryptos. Majority of the tokens are traded with Ethereum, solana
and Biance. In the below infographic, it is shown the top 10 marketplace of high volume
traded in the month of Jan’22. On the other hand, Lot of artists and professionals
participate in this market to mint their works as NFT. Ultimately this increases the trade
volume and better market place.

Source: http://t.me/top7dan (twitter handle)

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The below picture represents the Market volume for a year and sales per day with the
average of 365 days. We can infer that there is an increase in the sales made over the year
showing a linear growth.

Source: https://nonfungible.com/market/history

NON-FUNGIBLE TOKENS IN INDIA

In the digital age of evolution, the NFTs had made its imprints in the minds of the new-
age investors and artists alike. NFT marketplace in India is at an infant stage, with
potential market growth. Globally, the NFT’s Market Capitalization is racing towards $50
billion, and with the Indian participation it would propel more for the year 2022.
Major marketplace in India at the start of 2022
i) Wazirx - In India Wazirx is Cryptocurrency trading platform, it has entered into the
NFT market by late 2021.
ii) Bollycoin - It is the marketplace planning to launch NFT coins of Bollywood actors
like Salman Khan and Sonu Sood.
iii) RARIO - It launches NFTs of cricketers around the globe through its NFT
marketplace.
iv) Always First - It is an NFT marketplace that rolled up NFTs of Cricketer Sunil
Gavaskar.

Big Media players Viacom18 have also started with the NFT marketplace with fully
valuable digital art created by the team under the brands like MTV, Vh1, and Comedy
Central in India.

TRADE SEQUENCE
The trading activity in the NFT marketplace is similar to the auction house. The
participants will open a crypto wallet to hold the crypto currency and digital art. The
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seller/owner will exhibit the digital art with the value in the respective crypto. Interested
buyers can bid at 5% or more as from the offer value. The highest bidder will take the
ownership of the art. A gas fee is charged for the transaction by the crypto wallet.

Form the list of Collection

available the buyer selects
the NFT which have real time
value and can be sold later
to the appreciation.

Open a Wallet Marketplace

and create a interlinked with the
account wallet and crypto

After a choosing a NFT,

option to buy is carried,
otherwise, the buyer and
ask for an offer with the
less amount quoted

Figure 1.1 Layout of the transaction

FUTURE OF NFTs
With Decentralisation of Finance and web3.0, the global is preparing for the next
trajectory that is not far beyond. The common approach for entrepreneurs in the NFT

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ecosystem to generate revenue is selling NFTs directly to users. For example, Video
game producers and creators have already created metaverse and entered the market. This
leverages the emergence of wearable NFTs that is disrupting many industries. Many
media conglomerates such as T-Series and Viscom18 have made their footprints in the
NFT space. With less than 5 years old and booming in late 2021, the NFT market has
grown to great heights. India being the largest market, the business should build a model
to trade and earn more.
ANNEXURE

Amitabh Bachchan’s NFT avatars are sold on BeyondLifeClub.

Yuvraj Singh’s digital avatar in a metaverse, as NFT collection with Colexion.

Illustrious Sketch - Chikankari NFT from the Manish Malhotra Collections @

350000 WRX = 323,136.29 USD

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Source: https://nft.wazirx.org/rankings?sortBy=thirty_day_volume
Top NFTs Collection based on the volume traded for the last 30 days as on 4th Feb, 2022.

References
Theofilos Tzanidis, NFT's : A digital revolution that embodies the Metaverse. LinkedIn
Page. Retrieved from November 28, 2021 from https://www.linkedin.com/pulse/nfts-
digital-revolution-embodies-metaverse-theofilos-tzanidis
Harsh Kumar, Yearender 2021: Major NFTs That Hit The Market In 2021. OutlookIndia.
Retrieved from December 31, 2021 from
https://www.outlookindia.com/website/story/business-news-major-nfts-that-hit-the-
market-in-2021/407671
Ethereum Home Page. Retrieved from https://ethereum.org/en/
Wikipedia Home page. Retrieved from
https://en.wikipedia.org/wiki/Bitcoin#:~:text=The%20cryptocurrency%20was%20invente
d%20in,a%20process%20known%20as%20mining.
Rishika, India: The Nifty Affair Of NFTs And Copyright. Retrieved from July 19, 2021
https://www.mondaq.com/india/copyright/1092510/the-nifty-affair-of-nfts-and-copyright-
Retrieved from https://www.finder.com/nfts/nft-collections

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Joseph Young. NFT Market Rages On: NFTs Market Cap Grow 1,785% In 2021 As
Demand Explodes. Retrieved from March 29, 2021
https://www.forbes.com/sites/youngjoseph/2021/03/29/nft-market-rages-on-nfts-market-
cap-grow-1785-in-2021-as-demand-explodes/?sh=54fd0cab7fdc
Evaluate NBA Top Shot. Retrived from
https://evaluate.market/nbatopshot/collections/6c58b9b7-5b8d-4833-9ded-
9c9bfc601815/analyze
NBA Top Shot home Page. Retrieved from
https://nbatopshot.com/moment/easyaces+c1c29a9a-327f-47fe-a570-f4bd806b1ae3
Wazirx Home Page. Retrieved from
https://nft.wazirx.org/assets/0x23Cad0003e3A2b27b12359B25c25dD9a890AF8e1/7614
Non-Fungible Home Page. Retrieved from https://nonfungible.com/market/history
Sona Merlin, Top NFT Marketplaces in India - 2022. Finextra.com Retrieved from
January 22, 2022 https://www.finextra.com/blogposting/21691/top-nft-marketplaces-in-
india---2022
Wazirx Home Page. Retrieved from https://nft.wazirx.org/
AlwaysFirst Home Page. Retrieved from https://alwaysfirst.io/
Opensea Home Page. Retrieved from https://opensea.io/

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Swapnil’s WOW Moment

N Sivasankaran
Associate Professor, Finance, XLRI Jamshedpur
Caselet
Swapnil Kumar, a first-year student in the MBA program of a prestigious Indian
Business School has just attended the finance lecture on “Introduction to Derivatives”.
The finance professor has given an assignment for the week which requires Swapnil to
select two of the Indian stocks whose options are actively traded in the Indian stock
markets. The assignment has sparked a WOW Moment on Derivatives for Swapnil.
Swapnil Kumar reached back the hostel after spending three hours on listening to the
Finance professor who had just introduced derivatives to his batchmates. The professor
gave a take home assignment to the students which required them to select two of the
listed real- life companies and answer the questions (given in case exhibit 2). Swapnil
was wondering what he should do for the assignment, I.e, which companies to choose
and how to answer the questions given by the professor.
Swapnil was pursuing the third term of his two -year full time MBA in India’s one of
the premier business schools. He was a mechanical engineer who had developed deeper
interests in finance as he liked to do a lot of number crunching. He was known as “The
Crazy Curious” by his friends and he frequently demonstrated his ability to pose
difficult questions to his professors both on and off the classrooms. His professors
considered him to be a sincere, brilliant, creative, and promisingbudding manager.
After having a cup of coffee along with two pieces of samosa from the hostel mess, he
went straight to his room and started reading the derivatives chapter in the prescribed
textbook. After taking notes on his notebook, he opened his laptop and searched for
Money control website. He was clueless on which companies he must select for the
assignment. He finally selected Tata Consultancy Services (TCS) and Infosys, two of
the Indian Information Technology firms for his analysis due to the following reasons.
• He had prior work experience of 26 months in WIPRO (another leading
IT firm in India) and he wanted to make use of his understanding of
business which he had grasped out of his personal experience
• These are the only firms in the list of top ten Indian firms by market
capitalizationon the date of his analysis (31 January 2020)
• He wanted to avoid selecting the other firms (those not in the top 10) as

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those firms’options may not be actively trading in the market and

• He wished to start a business entity of his own in IT sector,down the line
10 years from his graduation and therefore he tried to do his assignments
on firms operating
in the sector.

Swapnil compiled the data on the European option (both Calls and Puts) prices for the
selectedtwo firms for the next three months contracts from the National Stock Exchange
database
- ending on the third Friday of February 2020
- ending on the third Friday of March 2020
- ending on the third Friday of April 2020

Now it is the WOW moment for Swapnil to start answering the questions given by the
Professor.
Exhibit 1: Option Premium – Tata Consultancy Services (TCS) Ltd in INR: European
options

Stock Exercise Call Call Call Put Put Put

Price Price 27th Feb 26th Mar 30th Apr 27th Feb 26th Mar 30th April
2080 1900 225.00 294.10 309.90 7.25 14.90 25.20
2080 2000 113.50 180.00 200.9 21.05 22.20 34.45
2080 2100 52.50 129.85 135.30 35.00 52.25 67.45
2080 2200 20.55 49.00 85.35 126.50 143.00 160.75
2080 2300 7.45 29.70 50.30 230.25 238.85 252.60
Source: National Stock Exchange as on 31 January 2020
Exhibit 2: Option Premium – Infosys ltd -in INR : European Options
Stock Exercise Call Call Call Put Put Put
Price Price 27th Feb 26th Mar 30th Apr 27th Feb 26th Mar 30th Apr
775.95 740 56.05 61.55 68.35 15.15 12.60 18.35

775.95 760 34.95 56.75 69.70 10.10 17.65 25.40

775.95 780 28.40 70.00 85.30 23.50 30.35 42.20

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775.95 800 19.65 45.50 73.60 42.15 47.50 55.75

775.95 820 10.65 37.20 57.20 60.55 63.30 72.40

Source: National Stock Exchange as on 31 January 2020

Assignment Questions
1. What is a call option? When a call option contract is said to be (a)In the money
(b) At themoney and (c) Out of the money?
2. What is a put option? When a put option contract is said to be (a) In the money
(b) At themoney and (c) Out of the money?
3. What is the difference between the American and European options?
4. What are the factors that determine the value of options?
5. Compute the intrinsic value for call options and put options for TCS and Infosys
based onthe data given in the case.
6. Compute the time value for call and Put options for TCS and Infosys based
on the datagiven in the case.
7. What are your inferences from the answers to the above stated questions?

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Utilization of Farmland for Organic Farming towards

Sustainable Economy
A S Ambily
Department of Commerce and Management, Amrita School of Arts and Sciences, Kochi
Amrita Vishwa Vidyapeetham
Abstract:
Background: Organic farming is a method of crop and livestock production that involves
much more than choosing not to use pesticides, fertilizers, genetically modified
organisms, antibiotics, and growth hormones. The study focuses on how organic farm
management is carried out and to study the constraints faced by small farmers involved in
organic farming and to analyse the life of farmers during the pandemic of Covid.
Methods: In this Utilization of farmland for organic farming study which was conducted
in northern, central, and southern part of Kerala were surveyed. The localities were
chosen based on geographical situation. Through Convenience sampling method 30 small
farmers from Ernakulam, Idukki and Alappuzha were selected for the study.
Result: The agriculture sector carries immense importance for the economic development
of an economy. The impact of covid-19 adversely affected farming activities of small
farmers of Kerala. Due to the epic pandemic, there were losses for farmers due to lower
prices for their produce and inability to market the harvests due to the lack of market
access, transport and closure of borders as before. Due to perishable nature of products
they need to be delivered within the stipulated time. So instead of physical transaction,
online transactions can save time and money. The solutions of E-Commerce adoption in
agriculture are found to be a better solution.
Keywords: Organic farming, Farmland, Small farmers, Agri e-business.
Introduction
Farming is one of the oldest economic activities of our country. Agriculture is the primary
source of livelihood for about 58 per cent of India’s population. In India, different regions
have different farming methods that have evolved over the years with changes in weather,
climate conditions, technological innovations, and socio-cultural practices. Farming
systems in India are strategically used, depending on the places where they are most
suitable. The farming systems that significantly contribute to the agriculture of India are
subsistence farming, organic farming, industrial farming. Organic farming is a method of
crop and livestock production that involves far more than choosing not to use pesticides,
fertilizers, genetically engineered organisms, antibiotics, and growth hormones.
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Organic production is a holistic system designed to optimize the productivity and

fitness of diverse communities within the agro-ecosystem, including soil organisms,
plants, livestock, and people. The main goal of organic production is to develop
businesses that are sustainable and harmonious with the environment.
Sustainable development is the process of organizing principles for meeting
human development objectives and to provide the natural resources and ecosystem upon
which the economy and society depend. Organic farming is a farming technique that
sustains, enhances, and maintains the quality of the ecosystem. Therefore, organic
farming does not have harmful and deteriorating effects on the ecosystem. As a result,
organic farming can be viewed as one of the most sustainable farming methods.
Though a lot of study has been conducted about agriculture, here more attention
has been given for Agri E-Business. As part that Mr. N Jamaluddin (2013) studied about
“Adoption of E-Commerce Practices Among Indian Farmers”, a survey of Trichy district
in the state of Tamil Nadu, India. As the importance of UPA is increasing because of the
high urbanisation Dr.Hiranniya Kalesh P and Ms.Aruna Markose conducted a study on
Urban Agriculture which is not a new concept. Fu & Wan, Li & Guo Hongdog, (2017)
conducted a study on “E commerce in agri-food sector. This aims to synthesize finding in
the Agri-food E-commerce (AE) which recommend that more emphasis should be put on
the regional development modes of AE. Thomas-A Fox, Jeanine M.Rhetulla, Nevin
Raman Kutty (2017) conducted a study on “Agricultural land -use change in Kerala,
India: is a bio diversity Hotspot with a high population density and a long history of
complex agricultural land use patterns, some reports suggest that Agriculture in Kerala
which historically is rice paddy -wetland and agroforestry based, is on the decline. The
researchers SN Yogish and Sharath AM (2020) focused on impact of covid on Indian
agriculture sector. In this study, during the pandemic, how does Indian agriculture react.
They discuss about the difficulties that COVID-19 has presented to the ranch area and
recommend moderation measures to guarantee a practical food framework in the post
emergency period. So that reason there is must contemplate the effect of coronavirus on
Indian agriculture.
Statement of the Problem
Nowadays conventional farming affects both the humans as well as the environment.
Conventional farming refers to a farming system which includes the use of synthetic
chemical fertilizers, pesticides, herbicides, genetically modified organisms, concentrated
animal feeding operations and heavy irrigation etc. These fertilizers and pesticides cause
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different diseases like respiratory problems, cancers and genetical problems etc. and the
major one among them is the harmful impact caused by insecticides ‘endosulfan’ sprayed.
It also harmed the environment by causing land degradation, soil infertility, water scarcity
due to over irrigation and various diseases to animals such as respiratory problems,
cancers, and genetic problems etc. Thus, it affects over all sustainable development. So,
the study focuses on how organic farm management is being done and to study the
constraints faced by the farmers involved in organic farming and also to analyze the life
of farmers during the pandemic situation of Covid.
Study Objective
The study is designed to understand organic farm management, investment management,
marketing aspects, manure and waste management and the constraints faced by farmers
living in the Ernakulam district during pandemic.
Materials and Methods
The study is purely descriptive in nature. Both primary and secondary data is used for the
study. Data are gathered from 30 Small Farmers who are engaged in organic farming
located in northern, center, and southern part of Kerala. Interview schedule was used as
the mode of data collection consisting of questions on various parameters like farm
management, investment management, marketing, manure, waste management and
training. Data were gathered from the farmers through direct interaction with them.
Statistical tools such as frequencies were used to derive the output.
Results and Discussions
The small farmers who were having one to two hectares of land were being chosen for the
study. Among this sample 66.66 percent of the respondents were male, 33.33 percent of
the respondents were female. 23.33 percent of respondents are below 25 age categories.
30 percent of respondents were among 25-45 age category and 20 percent of respondent
were 45-55 age category and 26.66 percent of respondents were above 55. The vegetable
farming farmers engaged were tapioca, ginger turmeric, brinjal, banana, ladies' finger,
chilly, tomato, coconut, snake gourd, spinach, rich gourd, bottle gourd, bitter gourd, ash
gourd etc. The farmers majorly collect the seeds from Krishi bhavan and from Panchayath
and they consider quality of the seeds in advance. Majority of them have an annual
income between 50,000 to 1,00, 000.They also have other source of income in the form of
poultry, and others. The major sources of water for cultivation were from canal, pond and
well. The method of irrigation used was traditional motor, electric motor and to some
extent sprinkler and the water conservation was done in tank and canal. Rainwater
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harvesting was found to be very less. Farmers have hired a minimum of one to five
workers to run the farm.
The farmers find weekly market, retail stores and neighbours to sell out their
products. Farmers are happy to sell their produce through Vipani which provides a good
return to their agricultural products. Farmers are ignorant about online marketing.
Majority of the farmers replied that they have not made any great investment for
marketing organic products, since the products has a good market in the society. Organic
products always have a good demand. 60 percent agrees that they are aware about loans
and subsidies provided by the government. 20 percent of respondents receives financial
support from government banks, 16.66 percent of respondents receives financial support
from private banks, 33.33 percent of farmers receive financial support from cooperative
banks and 30 percent of respondents receives from others such as money lenders.
53.33 percent are effectively utilizing the loans and 36.66 percent of farmers are
able to repay loans at specific time and date but 63.33 percent of respondents are not able
to repay loans due to several financial issues and constrains. 60 percent of respondents are
not satisfied with loans and subsidies received from government and other related
authorities. Since the cost of production is higher and they have no other source of
income for survival and the amount is not enough even to buy the agricultural inputs.
90 percent of small farmers are being affected by Covid-19 pandemic. 63.33
percent of farmers agreed that their farming operations saw losses due to the covid-19
pandemic. 53.33 percent of those surveyed said that the lower price of the product during
pandemic had little impact on them and 43 percent of respondents said they were slightly
affected by a lack of profit during this period. Labour shortage and transportation issue
was more for the farmers during this pandemic period. Farmers also suffered badly
because of the stored products during pandemic. The loss of seasonal selling was another
problem that farmers pointed out. The sickness because of covid created a disaster for
their life survival. Farmers were financially and emotionally suffered because of the covid
situation.
The study revealed that Krishi Bhavan is the farmers' major source for general
information relating to agriculture. There are 95 Krishi Bhavans in Kerala to promote
agriculture. Tremendous services are being provided by Krishi Bhavans like farmers
training programme, farmers advisories through SMS, voice message through m kisan
portal, subsidy disbursal through various schemes, certificate for electricity connections,
free electricity, subsidy for various crops etc. But many farmers are unaware of the
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services offered. So, after interacting with the farmers, it is found essential that a platform
should be created panchayath wise to provide the information relating to agriculture to
farmers. This should happen in each ward wise.
Most farmers have good acres of land and if the panchayat can provide one Krishi officer
in each ward taking care of the agriculture will increase farming output. Farmers will
have plenty of doubts about farming. They are ignorant about the farming technologies.
Even they are not aware about the crop insurance, which will benefit them a lot. So, if
there is a Krishi officer in each ward and if they visit the farmers of respective ward twice
a week, they will improve the agricultural sector. Since the digital technology has been
developed, communications can be shared through messages even. Through that a good
interaction may exist between the farmers and the respective officers. The farmers will
get a feel that somebody is there to help them and hear them. That itself will be a
motivating factor for the farmers to do better. There should be a grievance committee to
listen to the problems of farmers and to provide solutions timely. All these activities
bridge the gap between the farmers and the economy and we will have a sustainable
environment.
It is also noticed that more than one-acre land of farmers is being kept ideal
without any farming activities for even more than 15 years. The government should take
initiative to find out how much of fertile land is kept idle for how many years and the
reason behind the same. The farmers also pointed out that the farmlands are being utilized
for rubber, coconut, and areca nut cultivation. Because labour and expense required for
this is comparatively less. The reason they suggest is that they have become old and not
able to work as they did before, the next generation is unaware of the farming activities,
and they are engaged in some or other jobs. This is the changing situation of faming.
These old farmers are rich source of information about farming, but they are now helpless
and not getting government support too.
To promote agriculture a larger number of workers are needed, capital is needed,
equipment is needed, and experience is also a major factor. If the government provides
crop subsidy as a support, farmers will engage in more farming activities. At the same
time in all parts of Kerala Kudumbasree units have been quite availablesince April 1999
and people are also engaged in 100 days (about 3 and a half months) work schemes. If the
government through panchayath wise channelize these workers to farming activities for a
remuneration it will be an immense help for the women's majorly and men's too will be
benefited and the agricultural farming will be in progress and the concerned region will
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be agri self-sufficient. The elder farmer of the respective houses will be able to share their
experience for a better farming. So, all these thoughts should begin from village level
especially ward level. Through this the ideal land will be better utilized and leads to
maximum utilization of resources. The direct interaction between the Krishi officer and
the farmers will promote a better farming culture. Krishi officer must visit each farm and
should meet the farmers directly and must suggest ways and means to promote
agricultural business.
Another thing noticed from the study is that many government employee's family
members are engaged in farming activities. But they are not getting any subsidy from
government to promote agriculture. They are asking that even though one member from
the family is government employee, why the government is denying such support for
promoting agriculture. The farmers who were continuously engaged in agriculture for
more than 25 years are not receiving any grand from the government. They expect
government to provide some grands in their old age. Even though their mind is keenly
interested in farming, the physical condition is not amicable.
Conclusion
The agriculture sector carries immense importance for the economic development of an
economy. The impact of covid-19 adversely affected farming activities of small farmers
of Kerala. Due to the epic pandemic, there were losses for farmers due to lower prices for
their produce and inability to market the harvests as before and losses due to reduced
exports of vegetables and spices. Agriculture prices have slumped due to the lack of
market access, transport and closure of borders. Due to perishable nature of products they
need to be delivered within the stipulated time. So instead of physical transaction, online
transactions can save time and money. The solutions of E-Commerce adoption in
agriculture are better. Building the suitable E-Commerce portals for agricultural product
along with awareness about advantages of E-Commerce to farmers and consumers and
ease the process of online payment system with community level initiation in this sector
will be more supportive. Even though farmers are aware about e-business, only a small
percentage of them are executing them in their business. The study can be concluded by
saying that Farmers should opt for online business and be educated about it. They should
also be given awareness about policies introduced by government during pandemic
situations. These methods can really make the farmers overcome losses happening in their
agricultural business. Farmers should have an awareness about agri-business through a
proper education channel with the help of Panchayat, Krishibhavan. It is essential to
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provide Free Computer Training and online platforms for e-business for the local farmers.
An agrarian economy is a culture, so preserving it is vital for the next generation.

Reference:
1. Mohamad, M. R. A., &Gombe, M. I. (2017). e-Agriculture revisited : a systematic
literature review of theories , concept , practices , methods , and future trends.
2. DrSharath A.M · S N Yogish., Micro, Small and Medium Enterprises in India:
problems and Challenges. September 2020.
3. C. Ganeshkumar, M. Pachayappan, G. Madanmohan(2017) ” Agri food supply
chain management.
4. Zeng, Yiwu&Jia, Fu & Wan, Li &Guo, Hongdong, 2017. "E-commerce in agri-
food sector: a systematic literature review," International Food and Agribusiness
Management Review, International Food and Agribusiness Management
Association, vol. 20(4), February.
5. Dr.HiranniyaKalesh P and Ms.ArunaMarkose , Urban Agriculture a Case Study,
2019.

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Are large IPOs destined to fail – A case of One 97 Communication

S Johnsi
DJ Academy for Managerial Excellence, Coimbatore

Abstract
2021 is considered as a bumper year for the Indian primary market. Companies raised1.2
lakh crores through the Initial Public Offerings. One 97 Communication set a record with
an IPO size of 18,000 crore and it is the largest ever IPO in India. India is predominantly
a cash driven economy but there is a tremendous growth in the digital payments sector
over the recent time. Due to mobile penetration and easy internet access consumers prefer
digital payments. Merchants have also widely accepted digital payments. During the
Anchor Book building of One 97 IPO, 18 schemes from four mutual funds have invested
Rs 1,050 crore in Paytm. Even though Paytm has garnered the attention of large mutual
funds but still it lost around 27% on the first day of its listing and 40% from the listing
date till Dec 30,2021. Are large IPOs destined to fail or what could be the possible
reasons for failure???

Introduction
2021 is considered as a bumper year for the Indian primary market. Companies raised1.2
lakh crores through the Initial Public Offerings. The table below shows the highest
gainers and the biggest laggards among companies listed in 2021. MTAR technologies
emerged as the biggest gainer and Suryoday Small Bank is the biggest laggard. Paytm
parent company One 97 Communication IPO is the India’s largest IPO to date. One 97
Communication set a record in the IPO size and sailed through the IPO, but it lost around
27% of the first day of its listing. But MTAR technologies shares closed with a huge gain
of 88.26% in the NSE on the day of listing. This case primarily focusses on the One 97
Communication IPO which is considered to be the largest ever IPO in India.

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2012
Background Of the Company One 97 Communication
India is predominantly a cash driven economy but there is a tremendous growth in the
digital payments sector over the recent time. Due to mobile penetration and easy internet
access consumers prefer digital payments. Merchants have also widely accepted digital
payments.
The founder Mr. Vijay Shekhar Sharma founded Paytm with an investment of $ 2 million
in 2010. In the initial years it launched digital recharge platform for the pre –paid mobiles
and DTH services. The app enables plethora of services to the customers which include
cashless transactions at stores, top-up for mobile phones, online money transfers, bill
payments, digital banking services, tickets purchase, online games, investments and
insurance distribution. The merchants can use paytm platform for product offerings,
advertising & loyalty solution and online payment solutions.
In 2013, Sapphire Ventures invested $ 10million.In 2014 Paytm launched Paytm wallet
and in the same year Indian railways and Uber accepted Paytm wallet as a payment
option. In 2015 it expanded its services to metro recharges, electricity gas and water bill

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payments and the user base surged to 10.4 crores. In the same year it entered travel
business also,
Alibaba group and TATA group Ratan Tata investments were received in the year 2015.
It raised funds from Mountain Capital in 2016. In the same year it launched movies,
amusement park, events ticketing, flight ticket bookings. Softbank and Berkshire
Hathaway invested during 2017 and 2018 in Paytm. So Paytm was able to attract big
Private investors like Softbank, Ant Financial, AGH Holdings, SAIF Partners, Berkshire
Hathaway, T Rowe Price, and Discovery Capital to invest in its business
In India Paytm is the largest payment platform. The customer base for payment services,
financial services and commerce & cloud services is around 33.7 crore and more than 2.2
crore merchants have registered on its platform. The company’s market share in mobile
payments is 40% and wallet payment is around 65-70%.
List of Best Payments App in India
1. Paytm
2. Google Pay
3. Amazon Pay
4. PhonePe
5. JioMoney
6. AirtelMoney
7. Freecharge
8. PayZapp
Paytm Revenue Model
Paytm generates revenue from two sources (i) Payment and financial Services and
(ii) Commerce & Cloud Services.
(i) Payment and financial Services
• Transaction Fee – Paytm charges transaction fee from its merchants based on
the Gross Merchandise Value (GMV).
• Convenience Fee – It charges convenience fees from its customers for certain
transaction types.
• Subscription Fee – It charges subscription fees from its merchants like Paytm
Soundbox & Point of sale services.

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(ii) Commerce & cloud Services

• Subscription Fee – It charges subscription fees from its merchants for software
& cloud services.
• Transaction Fee – It charges transaction fee from the merchants for its
commerce businesses.
• Convenience Fee – It charges convenience fees from its customers for certain
transaction types
Financial details (₹ in million)
Particulars As at and for FY As at and for FY As at and for FY
2021 2020 2019
Merchant Base 21.1 11.2
Gross Merchandise
4033 billion 2292 billion
Value
Equity share capital 605 604 575
Net worth 65,348 81,052 57,249
Total income 31,868 35,407 35,797
Profit/(loss) after tax (17,010) (29,424) (42,309)
Earnings per Equity
Share
Basic (in ₹) (282) (488) (746)
Diluted (in ₹) (282) (488) (746)
Net asset value per
1,084 1,347 1,000
Equity Share (in ₹)
Total borrowings 5,449 2,087 6,962
SWOT Analysis
Competitive strengths
• India's leading digital payment service platform.
• Large customer base with 333 million total customers, 114 million annual
transacting users, and 21.1 million registered merchants as on March 31,2021.
• Paytm customers have access to a wide range of digital payment services with
their Super-app.

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Weaknesses
• Huge Debt
• Too much of diversification
Opportunities
• Vast Section of Indian population is underserved in payments and financial
services products.
• Majority of small businesses have not used the benefits of digital commerce
• The major contributors of digital payments are 63% UPI, 26% cards, 6% net-
banking and 2.5% wallets. In a recent finding by Razorpay there is huge spike of
637% in transaction volume of Buy Now Pay Later transaction mode.
Risks
• Competition is very high and more new players enter into the business since there
are low entry barriers.
• Attracting and retaining the customers and merchants to their platform is key to
their success.
• Being a digital service company, it warrants huge investments in technology
infrastructure.
• Continuous investments and innovative service offerings are essential since the
customers’ expectations keeps on changing.
• Significant increase in the payment processing charges payable to financial
institutions and card networks will reduce the profitability of the company.
• Paytm comes under various regulatory authorities like RBI, SEBI & IRDA. The
business as well as the revenue growth will be severely impacted when there is a
policy change made by either of the regulatory authorities.
Objectives of the Issue:
The IPO proceeds will be utilized for the below purposes:
• Developing the business ecosystem of Paytm by investing in new technology and
offering new services to attract and retain the merchants & customers – ₹ 4,300
Crores
• Investments towards Organic & Inorganic growth - Entering into new businesses,
acquisitions & alliances – - ₹ 2,000 Crores
• Other business purpose

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Problem of the Case

One 97 Communication set a record in the IPO size and it is the largest ever IPO in India .
During the Anchor Book building, 18 schemes from four mutual funds have invested Rs
1,050 crore in Paytm. Paytm was able to attract the interests of the various investors
groups like mutual funds, retail investors etc but still it lost around 27% on the first day of
its listing and 40% from the listing date till Dec 30,2021.
Are large IPOs destined to fail or what could be the possible reasons for One 97
Communication IPO failure???
Solutions for the Case
An investor before investing in any IPO should prepare a checklist and evaluate the
company before investing in an IPO
Checklist for an IPO
Particulars Criteria

Financial Performance Revenue (increase in the last 3 years)

Profit (increase in the last 3 years)

Future Prospects Good Business Model

Business is a monopoly or the competition is high

Reasons for raising IPO Debt Repayment

Expansion

Working Capital Purpose

Size of fresh issue Offer for sale is greater than fresh issue

Offer for sale is lower than fresh issue

IPO price- Fairly valued Price – to- earnings

Price-to- book

Rating of the credit High or Low

rating agencies
Recommendation for the Case
It is evident that digital space is growing in India but even for a digital company
ultimately Cash is the King. It is not because of the IPO size the stock has fallen but it
is because of various other factors listed below

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1. The IPO includes Fresh Issue as well as Offer for Sale. The fresh issue is
around Rs 8,300 crore and the offer for sale is around Rs 10,000 crore. In
the One 97 Communication IPO the offer for sale is higher than the
fresh issue amount.
2. The competition in each of its business is increasing with large players
entering the business.
3. Since the start Rs.190 billion has been infused into the business and 70%
of the funds goes towards funding losses.
4. It is valued at 49.7 times of its FY 21 revenues whereas global companies
trade at 0.3-0.5-times of price-to-sales.
So it is very important that investors should take much care and attention before
investing in an IPO.
References
1.AnandJC “ Paytm IPO: All you need to know” Nov 08, 2021, Economic times
2.Kundan Kishore,” Flawed Business Model Or Bad Timing: Why Paytm Failed To
Impress Investors On Listing Day?” Feb 12,2022,Outlook.
3.N Mahalakshmi, “ Paytm IPO: Why the flop listing may not be such a bad thing”,
N O V 2 3 , 2 0 2 1 , Moneycontrol.com
4.PriyankaIyer, “Decoding IPO-bound Paytm's business model: How does it earn
money?” - Oct 28,2021, www.moneycontrol.com
5.Shubham,, “Best 8 payment Apps in 2021” Aug 17,2021,inventiva.co.in
6.SindhuHariharan , Buy-now-pay-later grows 600%, overtakes UPI payments, Feb 1,The
Times of India.
7.Paytm- red -herring-prospectus

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Testing Bubbles and Volatility Spillover effect of bitcoin on Top US

Performing Stocks – A Case Study
Rajkumar Chavana* and Senthil Kumar Arumugamb
a
Department of Commerce, CHRIST (Deemed to be University), Central Campus, Bangalore
b
Department of Professional Studies, School of Commerce, Finance and Accountancy
CHRIST (Deemed to be University), Central Campus, Bangalore
Abstract
This case exhibits the important portfolios of any corporations or investors who want to
record good profits in their books. The important portfolio is the United States' top-
performing companies like Facebook (Meta Corporation), Apple, Amazon, Netflix,
Google (Alphabet Corporation), also known as FAANG Stocks. The consumer most likes
this group of stocks, and these five companies are the largest in the world. These
companies cover the most significant market capitalization with more than USD 5.6
trillion. Bitcoin is the most emerging crypto presently in the global markets. Bitcoin, the
first cryptocurrency made with the help of blockchain technology in 2008, has been
viewed as a major alternative investment after any other stocks. In some countries like the
US, Finland, Canada, bitcoin is treated on par with gold investment. High volatility is the
main feature of this crypto. There is a problem of hedging and securing the investment for
any investor. This case intends to check the bubbles in bitcoin and FAANG Stocks and
the spillover effect from bitcoin to these stocks. To identify the bubbles in the bitcoin and
stocks, researchers used the Augmented Dicker Fuller Test such as RADF and SADF.
This paper also examined the short and long-run spillover effects using the multivariate
DCC-GARCH and Granger Causality Spillover effects of Bitcoin on FAANG Stocks.
The study used Diebold and Yilmaz method to check the net volatility and net pairwise
spillover effects. The immediate spillover result will help the trader, investor, and
portfolio manager rationalize and advise the client on investment strategies. The study
reveals structural breaks, and there is a long spillover effect from bitcoin to five stocks.
Corporations can use these results, firms, traders for portfolio diversification, hedging,
and portfolio strategies against the bitcoin to five stocks.

Keywords: ADF, bitcoin, bubble, cryptocurrency, FAANG Stocks, Spillover effect.

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Introduction
With the continuous development in the global economy and the financial markets
getting more deepened, the capital flows and the information getting more enhanced (Yu
& Liao, 2017) the domestic markets and international markets show interconnections and
also reacts at the same level. As we know the markets changes in one country will have
temporary or persistent shocks in other markets. When we talk about the spillover effect,
it means mean spillover and volatility spillover impact. The mean spillover effect refers to
returns of one market that influences other markets, this impact can be positive or
negative also. For example decreases in the gold prices lead to rising in the stock market.
Traditionally people found that gold is the alternative for the stock market as an
investment. From the perspective of the economic vision, volatility spillover can be seen
as a risk transfer between different markets (Yu & Liao, 2017).
In recent times we have seen there is much development and emerging markets have
arisen in the case of equities, derivatives, bonds, currency, etc. At the same time, this
market has also brought more advantages to the investors, corporations and economies.
Despite the more strategic benefit, global financial integration has frequently been
associated with extraordinary volatility spillover and contagion effect (Forbes, 2004).
According to coincodex.com, the current price of bitcoin is trading at $41,214 (2022),
total trading volume of $74.21 Billion, market capitalisation of $781.83 Billion, and
market dominance of 40.59%. The average daily prices fall and rise is 2.41%. The highest
price it reached on November 10, 2021, trading all time high $68,770. Bitcoin’s current
circulating supply is 18.95 million BTC out of max supply of 21.00 millions BTC. In
terms of market capitalisation, Bitcoin is currently ranked one. In the last five years
BTC/USD, BTC is up approximately 3873.18% against USD, the yearly return of BTC in
2010 was 358.02%, and 2021 the annual return was 59.6%. In last one decade starting
from 2010 to 2020 the highest annual return was in the year 2013 which was bagged at
5574.72% returns. At the same time 2021 annual returns are low since from 2010.
In this respect, a growing stream, Bitcoin bears many common features as compared to
other financial investments. Many studies has empirically reveals that Bitcoin price forms
clustering, price inefficiency, long memory of returns, tail risk behaviour and relatively
lower bid-ask spreads (Ahmed, 2021). In this paper we have tried to analyse the bubble
and volatility spillover effect from the Bitcoin to FAANG Stocks, where this five stocks
are high valued stocks in NYSE and has major influence in global stock markets due to
which many investors, corporations has been gain and lost. Since Bitcoin lacks the legal
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framework and decentralised virtual currency has put BTC into speculative frenzies.
There is a consistent evidence that Bitcoin prices have a non-trivial speculative bubble
component (Baur et al., 2018). (Dimpfl & Peter, 2021) find that cryptocurrency prices
reflect very substantial levels of microstructure noise relative to the NYSE and NASDAQ
stock prices. (Zhang & He, 2021) has mentioned GARCH and SV models are often used
to detect the volatility of price. They also has stimulated the volatility spillover between
each asset through the Markov Monte Carlo method, and has advice diversified
investment in bitcoin, gold, crude oil and stock markets. But in this paper we have used
bitcoin as major crypto assets and identified whether is there any bubble and volatility
spillover is there from bitcoin to FAANG Stocks or not. We have also used the DCC-
GARCH which is a multivariate GARCH models to check the spillover effect. The paper
tried to also identity the structural breaks in BTC and FAANG Stocks which gives the
hint of volatility breakdown and measuring of structural breaks gives more understanding
that how markets has reacted to various external factors. (He et al., 2020) examined that
D-Y time approach shows that the total returns and volatility spillover effect in the United
states is stronger than the china, in our research its between the stocks and crypto known
as bitcoin which receives positive net spillover effect from other US top performing
stocks.
Background
The global financial crisis of 2007-2009, which commenced in the US financial sector
due to the fall of the real estate industry, is the most dangerous crisis after the great
economic depression of the 1930s and has been impacted to the various industry. It has
impacted many emerging markets in around the world, and it has seen sharp decline in the
equity markets of those countries. This shock has impacted many European countries and
to the Asian economies of the world. In this crisis, Asian countries recovered soon as
compared to other countries. It is important to understand the emerging currency called
digital currency does create any impact on the major stocks of the world or not. Many
studies have taken place in case of the price discovery mechanism of the cryptocurrency.
Some of the cases it has been taken case of the short run and long run interactions
between the prices of gold, crude oil, and stocks. There should be vital discussion should
be taken place about the digital assets and influence on the equity markets. This case
study explores the spillover effect of bitcoin on this US Stocks. Ample of cases has
examined the influence of gold on stock markets. But this case study is explore the
options of the spillover effect from digital assets to only specific and major vital stocks of
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NYSE. The possible solutions of the case will give more insights to all the major
corporations, traders and investors to make hedging strategies and portfolio management.
Statement of Problem
We have seen the many investor, firms and portfolio management companies face the
problem of the risk and loss in the capital markets. Every individual assumes his believe
are fundamentally correct in choosing the portfolio as well for investing in stocks. But
many cases, this cannot be same for all the people. To select right portfolio comes from
studying the background and performance of the stocks or cryptos from the various
sources. Many corporations, portfolio management companies fail to understand the
necessary of this background study, which makes them ultimately lose the confidence, its
results into losses. As investors and trader, we need to know the risk, herding behaviour
of the markets which influence many stocks. The economics crisis, challenges have large
impact in the markets. This research will address those issues which every corporation,
firms need to understand before making any portfolio investment. This study will give the
reasons for the break down in the markets, volatility and relationship among the crypto
and the stocks. This study objective is to check the spillover and bubbles in the bitcoin
and other five stocks. This helps us to know whether there is any short run or long run
spillover effect is present from bitcoin to five stocks or not. Importantly the existing
literature lacks in explaining the US top performing companies and the spillover effect of
bitcoin on these five stocks.
Proposed Solutions
Table 1: Showing the Descriptive Statistics
AMAZON APPLE BITCOIN FACEBOOK GOOGLE NETFLIX
Mean 1555.833 50.36621 4170.539 172.2447 1098.939 272.4522
Median 1605.510 42.52827 3631.555 171.5250 1090.045 291.5650
Maximum 3531.450 136.2546 19497.40 303.9100 1824.970 556.5500
Minimum 482.0700 21.09857 364.3310 94.16000 681.1400 82.79000
Std. Dev. 744.4887 26.30092 3754.830 44.22682 260.7591 130.1748
Skewness 0.740130 1.423573 1.106966 0.678063 0.514012 0.161744
Kurtosis 2.920175 4.387377 4.184040 3.158870 2.789911 1.925519
Jarque-Bera 115.1877 525.7941 330.4057 97.72138 57.70920 66.00066
Probability 0.000000 0.000000 0.000000 0.000000 0.000000 0.000000
Sum 1957238. 63360.70 5246538. 216683.8 1382465. 342744.9
Sum Sq. Dev. 6.97E+08 869515.0 1.77E+10 2458707. 85470093 21300469
Observations 1258 1258 1258 1258 1258 1258

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Table 2: Showing Augmented Dickey Fuller Unit Root Test Result for Bubble
checking
Variable Test Confidence t-statistics Probability
Level
Facebook ADF -2.9070 0.8290
99% -0.3278
95% -0.9257
90% -1.2318
Max RDF 0.7251 0.2000
99% -0.2699
95% -0.8965
90% -1.2113
SADF -0.8167 0.7680
99% 1.1851
95% 0.6879
90% 0.4603
Amazon ADF -2.0882 0.4380
99% -0.3278
95% -0.9257
90% -1.2318
Max RDF 0.5515 0.2950
99% -0.2669
95% -0.8965
90% -1.2113
SADF 0.0324 0.2570
99% 1.1851
95% 0.6879
90% 0.4603
Apple ADF -0.3420 0.0100
99% -0.3278
95% -0.9257
90% -1.2318

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Variable Test Confidence t-statistics Probability

Level
Max RDF 1.2891 0.0370
99% -0.2669
95% -0.8965
90% -1.2113
SADF 2.9168 0.0000
99% 1.1851
95% 0.6879
90% 0.4603
Netflix ADF -2.9670 0.8470
99% -0.3278
95% -0.9257
90% -1.2318
Max RDF 2.9719 0.0000
99% -0.2669
95% -0.8965
90% -1.2113
SADF 0.8134 0.0360
99% 1.1851
95% 0.6879
90% 0.4603
Google ADF -3.5634 0.9630
99% -0.3278
95% -0.9257
90% -1.2318
Max RDF 1.2561 0.0420
99% -0.2669
95% -0.8965
90% -1.2113
SADF -1.7832 0.9830
99% 1.1851
95% 0.6879

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Variable Test Confidence t-statistics Probability

Level
90% 0.4603
Bitcoin ADF 0.7321 0.0000
99% -0.4690
95% -0.9559
90% -1.2807
Max RDF 4.7323 0.0000
99% -0.2862
95% -0.9059
90% -1.2165
SADF 11.5237 0.0000
99% 1.1538
95% 0.7133
90% 0.4779

Graphs:1 Representing the Bubbles in each variables

Fig:1 Showing the Facebook RADF graph Fig:2 Showing the Facebook SADF graph

Fig:3 Showing the Amazon RADF graph Fig:4 Showing the Amazon SADF graph

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Fig: 5 Showing the Apple RADF graph Fig: 6 Showing the Apple SADF graph

Fig: 7 Showing the Netflix RADF graph Fig: 8 Showing the Netflix SADF graph.

Fig:9 Showing the Google RADF Fig: 10 Showing the Google SADF graph

Fig: 11 Showing the BTC RADF Fig: 12 Showing the BTC SADF

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Table3: Showing the result of Dynamic Conditional Correlation

Variables Estimates Std.Error t-value P-value
[rbtc].mu 0.001696 0.000800 2.12072 0.033946
[rbtc].omega 0.000050 0.000029 1.7162 0.086123
[rbtc].alpha1 0.128363 0.040178 3.19482 0.001399
[rbtc].beta1 0.847456 0.043839 19.33095 0.000000
[rapple].mu 0.002231 0.000442 5.04402 0.000000
[rapple].omega 0.000017 0.000004 3.99370 0.000065
[rapple].alpha1 0.153305 0.030970 4.95005 0.000001
[rapple].beta1 0.799623 0.024439 32.71972 0.000000
[ramazon].mu 0.002254 0.000560 4.02795 0.000056
[ramazon].omega 0.000025 0.000009 2.62427 0.008683
[ramazon].alpha1 0.184040 0.035953 5.11888 0.000000
[ramazon].beta1 0.757546 0.034364 22.04497 0.000000
[rfb].mu 0.000554 0.000638 0.86839 0.385178
[rfb].omega 0.000003 0.000003 0.90163 0.367254
[rfb].alpha1 0.034803 0.011973 2.90688 0.003651
[rfb].beta1 0.960512 0.015855 60.58205 0.000000
[rgoogle].mu 0.000845 0.000454 1.85931 0.062983
[rgoogle].omega 0.000010 0.000001 9.73360 0.000000
[rgoogle].alpha1 0.071266 0.006710 10.62108 0.000000
[rgoogle].beta1 0.886950 0.017122 51.80255 0.000000
[rnetflix].mu 0.001368 0.000690 1.98176 0.047507
[rnetflix].omega 0.000048 0.000018 2.62814 0.008585
[rnetflix].alpha1 0.055393 0.017376 3.18785 0.001433
[rnetflix].beta1 0.869836 0.031508 27.60685 0.000000
[Joint]dcca1 0.025587 0.010061 2.54313 0.010986
[Joint]dccb1 0.787318 0.065516 12.01717 0.000000

From the above which depicts the results of the spillover effect. To check the spillover
effect we have taken Bitcoin as base currency. As one of the objective depicts the
checking the spillover effect from Bitcoin to FAANG Stocks. The null hypothesis says
that if the P-value of dcca1 is less than 0.05 then there is a short-run spillover effect of

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bitcoin to other stocks. if the p-value of the dccb1 is less than 0.05 then there is a long-run
spillover effect from bitcoin to other stocks. The significance of the dcca1 and dccb1
implies that the estimator obtained in the DCC-MGARCH is dynamic and time-varying.
dcca1 measures the short-run volatility impact, which means that the persistency of the
standardized residuals from the previous period. dccb1 measures the lingering effect of
shock impact on the conditional correlation, which is the persistence of the conditional
correlation process. If the sum of the dcca1 and dccb1 is less than 1 which indicates that
the conditional correlation is not constant over time. For Example in case of BTC to
Apple there is long-run spillover effects is shown but not short-run spillover. As the
results says that there is long-run spillover effect is present from BTC to FAANG Stocks.

Graphs 2: Showing the Spillover effect from BTC to FAANG Stocks

Fig1: Showing the DCC BTC-Apple Fig2: Showing the DCC BTC-Amazon

Fig 3: Showing the DCC BTC-Facebook Fig 4: Showing the DCC BTC-Google

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Fig 5: Showing the DCC BTC-Netflix

Table 4: Showing Volatility Spillover among FAANG Stock and Bitcoin using
Diebold & Yilmaz (2012).
Rapple ramazon rfacebook rgoogle rnetflix rbitcoin From
rapple 42.21 15.25 14.38 18.53 9.15 0.48 9.63
Ramazon 14.31 39.07 15.29 17.46 13.58 0.29 10.16
Rfacebook 14.59 15.76 40.73 19.34 9.18 0.40 9.88
Rgoogle 17.05 16.77 17.94 37.96 10.06 0.22 10.34
Rnetflix 10.83 16.91 10.75 12.89 48.45 0.17 8.59
Rbitcoin 1.09 0.78 1.04 0.60 0.27 96.23 0.63
TO 9.64 10.91 9.90 11.47 7.04 0.26 49.22
GROSS 19.27 21.07 19.78 21.81 15.63 0.89
NET -0.01 -0.75 -0.02 -1.13 1.55 0.37
From the above table it is clearly seen that google receives more volatility (10.34) from
other crypto and stocks and bitcoin receives less (0.63) from all five stocks like in (He et
al., 2020) tried to explain Crude Oil emits a net negative returns spillover to the US
markets and net positive returns to the chines stock markets. According to them most of
the return spillover is produced in the short term, and most of the volatility spillover occur
in long term. As in study of (Bouri et al., 2018) found that bitcoin receives more volatility
than it transmit, but in our study it receives less volatility spillover as compared to other
stocks.

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Table 5: Showing the Correlation among each variable

rbtc Rapple ramazon rfb rgoogle rnetflix
rbtc 1.0000 -0.0073 0.0107 0.0202 -0.0133 0.0363
rapple -0.0073 1.0000 0.5369 0.4721 0.5654 0.3447
ramazon 0.0107 0.5369 1.0000 0.5850 0.6192 0.5106
rfb 0.0202 0.4721 0.5850 1.0000 0.6155 0.4147
rgoogle -0.0133 0.5654 0.6192 0.6155 1.0000 0.4161
rnetflix 0.0363 0.3447 0.5106 0.4147 0.4161 1.0000

From the table 8 we can observe that bitcoin returns are negative correlated in case of
apple, google and positive correlated in case of amazon, facebook, Netflix. There is low
positive correlation and low negative correlation also like in (Baur et al., 2018) found that
bitcoin returns are not correlated to any other asset returns.
Recommendation
The motivation behind writing this case is because of the less evidence on taking US
top performance based companies and studying the spillover from bitcoin to these five
stocks. The important observations in this case starts with idenified pattern of the time
series data. Based on the pattern it gives idea of knowing the structural breaks in the time
series data, which showed the signed of the volatility. Using the ARCH effect in the case
helped to understand the variance in the stocks. Further to check the spillover effect we
have used the DCC-GARCH , which is a multivariate time series model to check the
spillover effect from bitcoin to FAANG Stocks. It is been observed that there is lingering
effect in case of alpha and beta value from bitcoin to five stocks. Based on the Granger
causality test, google granger causes apple stocks, in case of other stocks combination
there is no much granger causes between stocks and bitcoin. Ultimately the problems of
the case was to know whether is there any spillover effect is possible in the stocks or not,
but it has given the result of the long-run spillover effect. Many previous cases didn’t
concentrated on lingering effect. This solutions can awaken many market players who
regularly trade and invest in the capital market.
Further the policy maker and investor should not be more concern between stocks and
bitcoin because there no much granger causality in changes in price of each variable and
also there is no short run spillover effect but there is long run spillover effect seen. As in
discussed in (Bouri et al., 2018) Bitcoin appears to receive from the different asset classes

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more than it takes suggests that Bitcoin does not present an imminent risk to the global
financial system. Further research can involve more companies and indexes and
commodities markets to find the spillover effect and interconnectedness between these
markets.
Appendix
Graphs4: Showing the EW Portfolio Plot with conditional density VaR limits

1% VAR Limit from BTC to Apple 1% VAR Limit from BTC to Amazon

1%
VAR Limit from BTC to Facebook 1% VAR Limit from BTC to Google

1% VAR Limit from BTC to Netflix

References:
Ahmed, W. M. A. (2021). Stock market reactions to upside and downside volatility of
Bitcoin: A quantile analysis. North American Journal of Economics and Finance,

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57(February), 101379. https://doi.org/10.1016/j.najef.2021.101379

Baur, D. G., Hong, K. H., & Lee, A. D. (2018). Bitcoin: Medium of exchange or
speculative assets? Journal of International Financial Markets, Institutions and
Money, 54, 177–189. https://doi.org/10.1016/j.intfin.2017.12.004
Bouri, E., Das, M., Gupta, R., & Roubaud, D. (2018). Spillovers between Bitcoin and
other assets during bear and bull markets. Applied Economics, 50(55), 5935–5949.
https://doi.org/10.1080/00036846.2018.1488075
Dimpfl, T., & Peter, F. J. (2021). Nothing but noise? Price discovery across
cryptocurrency exchanges. Journal of Financial Markets, 54, 100584.
https://doi.org/10.1016/j.finmar.2020.100584
Forbes, K. J. (2004). The Asian flu and Russian virus: The international transmission of
crises in firm-level data. Journal of International Economics, 63(1), 59–92.
https://doi.org/10.1016/S0022-1996(03)00044-8
He, X., Takiguchi, T., Nakajima, T., & Hamori, S. (2020). Spillover effects between
energies, gold, and stock: the United States versus China. Energy and Environment,
31(8), 1416–1447. https://doi.org/10.1177/0958305X20907081
Yu, Y., & Liao, D. (2017). Empirical Research on Spillover Effect among Stock, Money
and Foreign Exchange Market of China. Modern Economy, 08(05), 655–666.
https://doi.org/10.4236/me.2017.85047
Zhang, J., & He, Q. Z. (2021). Dynamic Cross-Market Volatility Spillover Based on
MSV Model: Evidence from Bitcoin, Gold, Crude Oil, and Stock Markets.
Complexity, 2021. https://doi.org/10.1155/2021/9912418

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VentureFund Pvt. Ltd.

KR Ramprakash
Teaching Assistant, Loyola Institute of Business Administration, Chennai
Abstract
This case discusses about the dilemma faced by a VC firm regarding funding in either of
two mutually exclusive investments in EdTech space. The decision to invest lies in the
hands of a newbie. By going through the case, the students will understand the nuances
involved in start-up valuation and the various aspects to be considered before investing in
a start-up.
Introduction

VentureFund Pvt. Ltd is a Bangalore-based Venture Capital firm that was established in
2020. The CEO of VentureFund, Akash Kumble, has always captivated by the growth of
EdTech in India. With a CAGR of 39.77 percent [1,] Kumble is certain that India would
become the world's EdTech powerhouse. His goal is to raise funds for the upcoming
BYJU / Upgrad.
Raju, a recent IIM(A) graduate; chose finance as a career and was hired by VetureFund
Pvt. Ltd. as a Start-up Valuation Analyst. Mr. Kumble chose him from the campus
because of his critical thinking and attention to detail. Mr. Kumble welcomed Raju to his
office on his first week and gave him his first assignment.
"We have two ideas for prospective funding," Kumble informed Raju. One from DLearn
Pvt. Ltd., while the other comes from SpritIndia (an Ideation stage start-up). I've
previously emailed you the specifics of these Start-ups, as well as their revenue
projections. Analyze them and tell me which one is best for us to invest in before the end
of this week."
DLearn Pvt. Ltd.
DLearn is an online platform for children from first through eighth grades that allows
them to learn coding and arithmetic via storyline. They assert that they are making
learning an enjoyable recreational activity for toddlers, so that they may learn by playing
with numbers and codes. They have already acquired 2000 free subscribers. The revenue
projections stated by Mr. Kathir, Founder of DLearn, are as follows.
DLearn Team
Founder
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Mr. Kathir has worked with Reliance Communication for 20 years. Vice-President,
Marketing is the most recent post held. Stanford graduate as well.
Co-Founders
Mr. Suhel has ten years of experience as a programme manager at Cognizant and is an
alumnus of IIT Madras.
Mr. Kumar – Fresher. PGDM - Finance from IIM, Bangalore.
Revenue & Cost Assumptions
• The business-to-business model. To be introduced in schools.
• S&D Manpower:
o Each Zone will be responsible for nine districts.
o Each zone has a zonal manager, one office assistant, and one telemarketer.
o Each district has one Area Manager and three marketing professionals.
o Marketing executives' and area managers' salaries include travel
expenditures.
• Target Market:
o Year 1 – Bihar and Jharkhand,
o Year 2 – Uttar Pradesh
o Year 3 – Madhya Pradesh and Chhattisgarh
• Expected no. of Customers:
o Year 1 – 70 Schools
o Year 2 – 250 Schools
o Year 3 – 420 Schools
• Average Students per schools – 250
• Subscription Fee per student, per annum – Rs. 2000.
Capital Required
Particulars Amount (Rs. In Lakh)
IT Infrastructure 159
Office Set-up cost 20
Operating Expenses for First year 400
Total 579

Break-Even: The founders believe the business will break even by the end of the second
year.

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SpritIndia
Mr. Rahman launched SpritIndia, a start-up in the conceptualization stage. Mr. Rahman
has over three decades of expertise in human resources in the UAE. He launched
SpritIndia with the goal of providing inexpensive higher education to the country's rural
adolescents. Mr. Rahman sent the following information to VentureFund for review.
Online Higher Education Industry
On July 4, 2018, the UGC announced that Higher Educational Institutions can now
provide Certificate, Diploma, and Degree programmes in full-fledged online modality [2].
This policy reform is being implemented since around 25% of high school graduates in
India continue onto enhance their education. The Indian government anticipates the
proportion to reach 50% by 2035, more than doubling the country's current college and
university enrollment of over 35 million students. [3]. Recruiters' perceptions about
online degrees in India have shifted as a result thereof. According to Techavio's industry
research analysis, the online education market in India will be valued around USD 18
billion by 2022, rising at a CAGR of almost 20% over the next five years [4].
Business Model
SpritIndia intends to collaborate with famous regional universities and higher education
institutions in South India to provide in-demand courses such as MBA/BBA, MCA/BCA,
and so on. On average, these courses will cost Rs. 90000 (Bharathidasan University and
Alagappa University charge Rs. 91000 for their online MBA/BBA programmes).
The required course material, evaluation modules, and accreditation will be provided by
the partner university. SpritIndia will provide its platform, marketing assistance (enrolling
candidates based on university requirements), and placement assistance (to the needed
students). The revenue ratio envisaged is 50-50.
The expansion plan for the next three years is:
• Year 1: Make an agreement with at least one university in Tamil Nadu for a two-
year postgraduate programme (most likely MBA). On anticipation that at least 25
students will enroll in the course in Year 1.
• Year 2: A collaboration with two new institutions in South India will be
incorporated. 2 two-year PG courses (most likely MBA & MCA) and 2 three-year
UG courses (most likely BBA & BCA) will be offered in all three universities.
Each university's goal is to register an average of 50 students in PG courses and
25 students in UG courses.

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• Year 3: Collaboration with two additional universities in South India. In addition

to the two UG and PG degrees offered by the five South Indian universities. The
goal is to register 100 students in each of the PG programmes and 50 in each of
the UG programmes on average.
Capital Required
Particulars Amount (Rs. In Lakh)
Platform Development Cost (AI Enabled) 150
Office Set-up cost 20
Operating Expenses for First year 200
Total 370

Break Even: From second year of operation.

Decision to Make
Owing to a preponderance of resources, VentureFund can only invest in one of these
start-ups. Which start-up could Raju propose to Mr. Kumble if his company's estimated
annual rate of return is 75%?
References
[1] IBEF Blog (Nov. 26, 2021). Indian EdTech Industry. https://www.ibef.org/blogs/
[2] https://deb.ugc.ac.in/DEB/OnlineLearning
[3] McKenzie, L (Feb. 17, 2020). India Opens the Door Wide for Online Education.
https://www.insidehighered.com/news/
[4] Technavio (Feb. 2021). Online Education Market in India by Product and End-user –
Forecast and Analysis 2021-2025. https://www.technavio.com/report/

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ANAU: A Pharmaceutical Firm’s – Forex Risk Exposure

PA Mary Auxilia
Assistant Professor, Loyola Institute of Business Administration, Chennai
Abstract
This case discusses on the forex risk in the foreign exchange market. The
emergence of Multinational companies and trade across countries has unveiled global
financial market to complexity of risks. The exchange rate fluctuation in response to the
foreign exchange market supply and demand has exposed the organizations to transaction
exposure. In this case ANAU a pharmaceutical firm imports organic chemicals from
United States of America and exports its products to Russia and Germany. ANAU is
subject to foreign exchange risk in terms of US$ and Russian Ruble exchange rates. The
case explores and explains the various hedging techniques that ANAU firm can use to
offset the loss and to protect itself by minimizing transaction exposure.
Key Words: Forex, Hedging, transaction exposure.
Case Study
ANAU a pharmaceutical company set up in India in 2002, has seen market
crashes during crisis with U.S. Dollar and Indian Rupee exchange rate fluctuations.
Figure 1 shows that the American dollar has appreciated drastically in the last 12 years
against the domestic currency. The firm has also witnessed 2008 crisis, COVID-19 crisis
and its huge impact on the currency rates. U.S $ is a global currency, a many investors
consider it as a safe currency. The demand for U.S. $ in the international markets has
moved the dollar up, a stronger currency than Indian Rupees. ANAU imports organic
chemicals from United States of America and exports its products to Russia and
Germany. The building agitation between Russia and Ukraine worries the organization on
the uncertainty of the trade and the currency risk that might arise due to global reaction to
the situation. The possibility of spike in oil prices, interest rate hikes and inflation surging
the organization is quiet sure that it will be exposed to forex risk. Figure - 2 shows that
the surging crude oil prices might push the dollar rupee rate above the present rates. The
global expectations on the announcement of increase in the interest rates by Federal
reserve system of United States of America drives the firm to look into different ways of
minimizing the foreign exchange risk.

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FIGURE 1: U.S. Dollar/Indian Rupee foreign exchange rates

Source: Trading view website

FIGURE 2: Crude Oil Prices

Source: Refinitiv Eikon

ANAU imports organic chemicals from U.S worth of two million U.S. dollars.
The payment of two million U.S. dollars is due after 180 days from 2nd February 2022.
The firm also exports one million U.S. dollar worth of its products invoiced in Russian
Ruble to Russia. The buyer in Russia has bought the products with an agreement to pay
after 90 days.

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The organization’s treasury manager is very clear that the import from U.S and
export to Russia will have transaction exposure. The global COVID-19 crisis with new
variants and the war like situation between Russia and Ukraine has made the treasury
manager to worry on exchange rate fluctuations. So, he suggests the management the
need for hedging the forex risk to offset any losses that the firm might incur due to
transaction exposure. The organization after an elaborated discussion and understanding
the situation appoints a team to work on the best possible hedging strategy with the
treasury manager heading the team.
The team analyzed various possibilities of hedging and during their discussion
they found that ANAU firm will also be receiving half million U.S Dollars as sales
proceeds from a buyer in Germany invoiced in dollars after three months. The team
thought of paying the half million dollars received to the exporter. The treasury manager
felt that exporter’s bill has to be settled after 6 months and dollars from Germany will be
received in three months. He had a dilemma of whether to pay the exporter or invest in
the business which will fetch a minimum return of 14%.
The following exchange rates and derivative contract details were considered to
arrive at the best hedging strategy.
Spot rate INR₹ per U.S.$ = ₹ 74.82
Spot rate Russian Ruble per U.S.$ = Russian Ruble 76.21
90 – day Forward Rate INR per U.S.$ = 75.6222
180 – day Forward Rate INR per U.S.$ = 75.6292
90 – day Forward Rate Russian Ruble per U.S.$ = Russian Ruble 81.21
Call Option: Strike = ₹ 76.25/$, Premium = ₹ 0.8025/$
Put Option: Strike = $0.01401/Rub, Premium = $0.0002802/Rub
The team has decided to hedge its risk using either forward contract or option
contract or both. The currency pair INR and Russian Ruble is not traded in markets,
forcing the team to look on cross currency rates to hedge the transaction exposure.
Questions for discussion:
1. Suggest the best hedging strategy for ANAU firm. Considering the costs and benefits
of alternative hedges, which would you recommend?
2. Assuming different spot rates after 6 months and 3 months, comment on the foreign
exchange gain(loss) upon settlement.

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Reference:
1. https://economictimes.indiatimes.com/markets/forex/hedging-currency-risks-before-
after-and-during-the-corona-disruptions/articleshow/75597017.cms?from=mdr
2. Rupeika-Apoga, R., & Nedovis, R. (2016). The foreign exchange exposure of domestic
companies in Eurozone: case of the Baltic States.
3. https://www.businesstoday.in/latest/world/story/ukraine-crisis-ruble-plunges
4. https://www.bloombergquint.com/business/rupee-weakens-on-higher-us-inflation-
dovish-mpc
5. https://in.tradingview.com/symbols/USDINR/
6. https://www.refinitiv.com/perspectives/market-insights/what-are-the-implications-for-
the-u-s-dollar-of-lower-real-rates/

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Indian Aviation Industry is a Creator or Destructor of Wealth?

M P Pandikumar
Associate Professor-Finance, Loyola Institute of Business Administration, Chennai

Introduction
Indian aviation industry is one of the fastest-growing industries during the last few years.
India has become the third-largest aviation market and is expected to overtake the UK to
become the third-largest air passenger market by 2024. International Air Transport
Association reported that India will overtake US and China in Air Passenger Market in
the next ten years, by 2030. The Geographical landscape of the subcontinent has 437
Airports among which 35 are International Airports. The constant initiative of the
Ministry of Aviation, GoI in developing new airports is registered in the presentation of
the Budget by the finance minister. The ongoing expected trajectory development in the
Indian Aviation market revolves around the significant performance of Aviation
companies The successful performance of aviation companies mainly is influenced by
long term investment decisions i-e Capital Budgeting Decisions. The selection of capital
budgeting decisions with rationale impacts the various levels of Aviation operations
which badly impede the financial performance and finally wealth of Shareholders. The
Indian Aviation Market after Independence particularly after liberalization in the early 90
the Aviation industry achieved remarkable developments in line with Global standards.
The liberalization of industry attracted private players in the Aviation Industry.
Entry of Low-Cost Airlines
The launch of the Air Corporations Act 1953 paved the way for the Monopolistic
presence of Government-Owned Aviation companies till 1990. The Open-Air Policy
introduced in 1991(Dhamija,2009) dismantled the monopoly state of Government-owned
aviation companies and granted entry for new private players to fly in the sub-continent
Indian skies. The entry of private investors into the Aviation Industry attracted the LCC
(Low-Cost Carrier) model in connecting the Length and Breadth of the Indian
subcontinent.
The Indian Aviation Industry registered its twists and turns due to the nose dive crashing
financial performance of very few companies viz Kingfisher Airlines, Air Deccan, etc.
The entry of Spicejet and Indigo registered their strong presence in Indian Aviation
Market.: The entry of both Spicejet and Indigo aviation companies registered their strong
business model of Low-Cost Carrier in the Industry.

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Fig-1Market share of Indian Aviation Companies,2020

Spicejet in Indian Aviation Industry: Mr. Ajaysingh is an IIT-ian promoted to the

company in the year 2005. It commenced its business operations in 2005. It initially
ordered 20 next-generation aircraft for its Low-Cost Aviation model.
Vision: To address and ensure that flying is for everyone
Mission: To become India’s preferred low-cost airline, delivering the lowest airfares
with the highest customer value, to price-sensitive customers. We hope to fulfil
everyone’s dream of flying
Objective: To afford low aviation service in India.
Portfolio of AirFleets: Total Number owned:121
TABLE: SPICEJET AIRFLEETS
Boeing 737 Airbus 320 Bombardier Q 400 Boeing 737 Freighters
82 2 32 5
Spicejet Share price: Rs.62.10(As of date 18 February 2022)

Indigo in Indian Aviation Industry: Mr. Rakesh Gangwal as an IITian joined hands with
Mr. Rahul Bhatia and promoted Indigo in the year 2005 but commenced its operations in
2006. It placed 100 Airbus A320-200 firm orders in June 2005. It received its first fleet
on 28 July 2006 and its operations commenced on 4th August. In 6 years, it reached the
fleet capacity of 50 Nos.
Objective: To afford a low-cost aviation model by keeping low operating costs and
punctuality

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Portfolio of AirFleets: Total Number owned:121

TABLE: INDIGO AIRFLEETS 278
A320NEOS A320CEOS ATRs A321 NEOs
142 48 35 52

Indigo Share price: Rs.2113 (As of date 18 February 2022)

Major Early achievements of Indigo
1. It replaced AirIndia as a top third airline in India in 2010.
2. It replaced kingfisher’s second-largest airline in 2012.
3. Overtaken market share of Jet airways within 6 years of its operations
4. It became one of the top 10 big low-cost air carrier company
5. In August 2015, it ordered 250 Airbuses for the cost of $25 billion

The problem of the Case:

1. Current Market Price: Spicejet’s current market price is less than Indigos’ current
stock price. What is the fundamental reason for the higher Current Market Price?
2. Market capitalization: The Market capitalization of Spicejet Rs 3,728.28 crore is less
than Intergloble aviation company’s Rs.81608.62 crore- Why the Market capitalization
of Indigo is greater than Spicejet? What reasons attributed to greater Indigos’ share
market price?
3. Fixed Assets: As of Dated 31st March 2021 March, the Fixed Assets of Indigo were
greater than Spicejet.
4. Operating Revenue: Indigo’s total operating revenue was higher than Spicejet’s- Why?
5. Operating Revenue/Share: The operating revenue per share (Rs) of Interglobe
Aviation Ltd is higher than Spicejet, Why?
Table-3 illustrates the Operating revenue per share of both Spicejet and Interglobe
Aviation
Table-3 Revenue from Operations per Share
Revenue from Operations Per Share Mar-21 Mar-20 Mar-19 Mar-18 Mar-17
Spicejet 85.42 205.95 151.96 130.04 103.28
Interglobe Aviation 380.37 929.22 741.32 598.87 514.03

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Revenue from Operation /share

Fig-2Spicejet Vs Interglobe Aviation Ltd
1000
900
800
700
600
500
400
300
200
100
0
Aug-16 Mar-17 Sep-17 Apr-18 Oct-18 May-19 Dec-19 Jun-20 Jan-21 Jul-21

Spicejet Interglobe Aviation

6. Current Assets: During the year 2020-2021, Indigo and Spicejet reported current
Assets of Rs.20,760.53 crore and Rs.2,578.42 crore respectively.
7. Current Liabilities: During the year 2020-2021, the Current liabilities of Spicejet
were greater than its current assets whereas Indigo was reported as less than its
current assets.
8. Networking Capital: During the year 2020-2021 Indigo and Spicejet reported Net
current assets and net current liabilities respectively.
9. Enterprise Value: It is understood from Table-4 that the Enterprise value of
Interglobe Aviation Ltd reported drastically higher than Spicejet. Why has this
difference taken place between these two companies? What is the reason for the
high enterprise value of Interglobe Aviation Ltd?
Table-4 Enterprise value in Rs. Cr
Enterprise valueMar-21 Mar-20 Mar-19 Mar-18 Mar-17 Mar-16

Spicejet 4,851.63 3,047.84 6,758.92 8,364.74 7,057.29 4,753.50

Interglobe 54,209.42
aviation 30,623.01 48,446.03 45,114.73 35,740.81 30,747.57

Fig-3Enterprise value Rs Cr
54,209.42
60,000.00 45,114.7348,446.03
35,740.81
40,000.00 30,747.57 30,623.01

20,000.00 4,753.50 7,057.29 8,364.74 6,758.92 3,047.84 4,851.63

0.00
Dec-14 May-16 Sep-17 Feb-19 Jun-20 Oct-21

Spicejet Interglobe aviation

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Questions to be Answered:
1. Why this difference takes place between the two companies? Why does such a great gap
in MPS take place between Interglobe Aviation Ltd and Spice Jet?
The necessity of Market Price per Share (MPS) is the major focal point needed to
initiate the discussion to register the difference between the two companies. The
discussion on difference needs to trigger a basic question why the MPS must be given
enormous emphasis in Corporate Finance?
2. Why this drastic gap in Market Capitalisation between two companies?
How does the Interglobe Aviation company achieve a huge market capitalization? How
the Wealth maximization as an objective of Corporate Finance achieved by Interglobe
Aviation Ltd? Why Spice jet was not able to achieve wealth maximization? The drastic
differences in the PAT between companies need to be discussed. Why did the PAT turn
out to be negative in the history of Spicejet?
3. Is it due to a long-term Financing decision? How long-term Financing i.e., Capital
Structure Decision impacted the performance of Spice jet?
What kind of long-term financing decision impacted drastically the financial
performance of Spice jet? How is the long-term financing decision affected by the
Capital Budgeting decision? Is Trading on Equity favouring Spicejet? How does the
financial leverage impact Spice jet in maximizing EPS? Why did the Financial Risk
result in the Spicejet? How is the financial risk dampened on MPS? Why did the Capital
structure design inflict the wealth maximization objective of Spicejet during the
financial years 2010-11,2011-12,2012-13,2013-2014? Why Interest coverage ratios
were very high during the above financial years? Why the sudden drop in PAT result
during the periods of Maran-led Spicejet?
4. Is it due to long-term Investment decision? Is it due to Capital Budgeting Decision?
What has the long-term investment decision taken by Spicejet?
Capital Budgeting Decision: It is the process of Evaluating and Selecting the Long-term
investment to consistently maximize the wealth of investors.
Which KFS (Key Factor to Success) drove Spicejet to take such a Capital Budgeting
Decision? Which Aircraft Brand was chosen by Spicejet to connect Tier-2 and Tier 3
towns/cities of India, unlike other Indian Aviation companies? Which Aircraft brand-led
huge maintenance cost? How the purchase decision of ATR Netherland branded Aircraft
influence PAT of Spicejet? How does the purchase decision influence the Interest
coverage times, EPS, and MPS of Spicejet? How does the investment decision of
Aircraft impact operating leverage? Is the operating leverage of Spicejet less than the
Aviation Industry Average during 2012-13,2013-14,2014-15? If it is not, what was the
major reason for a drastic change in Operating Leverage? Why does the Operating Risk
result in Spicejet? Examine the Capital Budgeting decision of Spicejet concerning the
Objective of consistent wealth maximization?
5. Is it due to the Leverage decision? What exactly the leverage is? What are the different
types of leverages that impacted Spicejet’s performance due to Capital budgeting
decision?
Operating Leverage: It explores the relationship between Sales and Earnings Before
Interest and Taxes (EBIT).

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Operating Leverage: It explores the ability of a firm to make use of fixed operating
costs to magnify the effects of changes in Sales concerning EBIT.
Operating Risk: When the Operating Risk arises in Spicejet? Why does it arise in
Spicejet? Is it because of Investment decisions taken during Maran-led Spicejet?
Operating Risk: It arises only at the moment when the Fixed operating cost is not
covered.
Financial Leverage: It explores the relationship between Earnings Before Interest and
Taxes (EBIT) and Earnings Per Share (EPS)
Financial Leverage: It is the ability of a firm to mee the Fixed Financial Charges to
magnify the effects of changes in EBIT concerning EPS.
Financial Risk: It arises only at the moment when fixed financial charges are not
covered.
Financial Break-even point: It is the minimum level of EBIT to cover all fixed financial
charges where EPS is “Zero”.
Did Spicejet face an acute financial crisis due to financial leverage during the periods of
Maran leadership especially out of Capital budgeting decisions?
6. What impacted the Liquidity position of Spicejet? How did the Capital budgeting
decision lead to the Liquidity crunch?
Why Spicejet was forced to cancel close to 40 fleets during 2014 under the leadership of
Maran? Why did oil refining and marketing companies refuse to supply ATF to
Spicejet? Why did Chhatrapati Sivaji International Airport Ltd issue so cause notice to
Spicejet regarding the usage of Runway? Why Airports Authority of India demanded a
bank guarantee from Spicejet? What made Spicejet cancel 1861 flights till Dec 2014?
Why did the DGCA issue so cause notice to Spicejet?
The Liquidity decision of Spicejet was in deep trouble due to poor working capital
management decisions, especially concerning Long-term asset decisions.
Gross Working Capital: Total value of Current Assets
Net Working Capital: The difference between Current Assets and Current Liabilities.
Operating cycle: It is the period of Continuing flow of cash to suppliers, suppliers to
inventories, inventories to receivables, and finally back into cash.
Why Net Working Capital of Spicejet turned to be negative? Which was the major
factor of influence that impacted the Liquidity decision of Spicejet? The operating cycle
of Spicejet was higher than Indigo Aviation Ltd. Why Operating cycle drastically
changed during 2014 from the previous years? What dragged Spicejet to pay November
month salary in December 2014? By Whom?
History of Takeovers Vs Wealth Maximisation: Spicejet experienced two takeovers as
episodic events which illustrate the process of wealth maximization.
Kalanithi Maran took over Spiceject (2010): Kalanithi Maran ascertained the takeover
of Spicejet from Mr. Wilbur Ross (USA) etc by paying Rs.750 Crore for acquiring
37.7% stake around an average price of Rs 48 per share.
The takeover of Spicejet by Ajay Singh (2015): Ajay Singh took over the controlling
interest by paying Rs.2 on an average price per share from Mr. Kalanithi Maran. During
2015m the SpiceJet’s outstanding liabilities and immediate payables stood at Rs.3,500
crore and Rs,2200 crore respectively.

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Did the Capital Budgeting Decision of Kalanithi Maran lead Spicejet to register wealth
maximization or wealth destruction to the investments of investors?
History Success of Interglobe Aviation: During the turbulent times of the aviation
industry in the year 2014-15, Interglobe Aviation decided to raise share capital to meet
its future Capital Budgeting plan to take part aggressively not only in domestic but also
in international markets.
Interglobe Aviation IPO success(2015): The Interglobe Aviation Rs.3018 crore issue
was oversubscribed 3 times. It registered a ray of hope among the investors in the
Aviation industry.
Interglobe Aviation ordered 250 Aircraft: Indigo confirmed its order of 250 Aircraft
with the Airbus group.
Is the success in terms of Wealth Creation out of Market capitalization driven by the
Capital Budgeting decisions of Companies in the Indian Aviation Industry?

References
“Maran buys 37.7 percent stake in Spicejet for about Rs.750 cr”,2010, June 13, The
Economic Times. https://economictimes.indiatimes.com/industry/transportation/airlines-/-
aviation/maran-buys-37-7-per-cent-stake-in-spicejet-for-about-rs-750-
cr/articleshow/6041960.cms
Aneesh Phadnis & PTI (2017, July 17), “Did you know ? Ajay Singh bought Spicejet for only
Rs.2 from the Marans”, Business Standard https://www.business-
standard.com/article/companies/did-you-know-ajay-singh-bought-spicejet-for-only-rs-2-from-the-
marans-116031200725_1.html
“Spicejet flight canceled after oil companies refuse fuel supplies”,2014, Dec 17, The Times of
India. https://timesofindia.indiatimes.com/videos/business/spicejet-flights-cancelled-after-oil-
companies-refuse-fuel-supplies/videoshow/45549275.cms
“India’s Spicejet says has cleared employee salaries, fuel dues”,2014, Dec 26, Reuters
https://www.reuters.com/article/spicejet-dues-idAFL3N0UA2EH20141226
“Indigos’ Rs.3018 -Crore IPO three times oversubscribed”,2015, Oct 29, The Economic Times
(Markets)https://economictimes.indiatimes.com/markets/ipos/fpos/indigos-rs-3018-crore-ipo-
three-times-oversubscribed/articleshow/49580179.cms?from=mdr
Sanjay Vijaykumar,(2015, August 17),” Indigo confirms record 250 Aircraft with Airbus Group”,
The Hindu https://www.thehindu.com/business/Industry/IndiGo-confirms-record-250-aircraft-
order-with-Airbus-Group/article60306664.ece

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Designing Dynamic Loyalty Programs using MachineLearning

@ Elixir Online Pvt. Ltd.,

Ramasubramaniam M

Associate Professor, Loyola Institute of Business Administration (LIBA), Chennai

Ashish, CEO at Elixir Online Inc. was sitting at the coffee table in the Palazzo hotel’s
dine-in restaurant. It was his daughter’s 18th birthday. He chose to spend time out with
his daughter, away from his usual hectic schedule. The birthday party just got over and
the celebrations were still on. Ashish was staring at her daughter who was still having
fun with her friends. Although his eyes were staring at her, he was engrossed in deep
thought. Something was bothering his mind. His recent days at Elixir Online had not
been pleasant. Although, the company was looking to building a good customer base,
profits were still elusive and that had resulted in a minor tussle with Ramkumar, his
boss.

Background of the Company

Elixir Online Inc. was started by Ramkumar and Sandeep. Both were brothers and their
father had been running a trading company for 25 years when they graduated with their
MBA degree from a famous college in Bangalore in the year 2009. Passionate about their
business, both gave up engineering career in pursuit of entrepreneurship. They had
learned the tricks of the trade from their father and wanted to attract the new internet
generation. At the time, E-commerce was still booming in India with CAGR of 35% and
it was expected to exceed USD 20 billion by 2014. The online retailing segment was
also expected to grow-up quite significantly in the coming years. The advent of smart
phone, it's newfound ability to browse Internet at greater speeds coupled with acquisition
of 3G spectrum in India by the telecom giants Airtel and Vodafone, growth of customer
expectations and changing urban lifestyles were all pointing towards a big market for
online retail. Elixir Online Inc. was set up in 2009.

The Early Days

The founders were excited about their new venture and growth seemed to be promising.
Sandeep and Ramkumar realized the need for venture capital investment for their startup
and started meeting several VCs in Bangalore and beyond. After several failed attempts,

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they turned successful by the end of 2010 in attracting USD 10 Million from a famous
VC firm in Singapore. Although the fund was not enough to make it big, it marked the
first milestone for Elixir Online Inc.

The founders wasted no time in setting up a big sales and marketing team. They brought
in the best of minds from across the country and abroad. Theteam was raring to go.

The Discounts Program

Since e-commerce was still in its infancy during the period, customers were just getting
acquainted with the technology and were highly skeptical about online transactions.
Many of them signed up for new accounts and the traffic to the website was picking up.
However, the successful conversion into transactions did not happen in the way
Ramkumar and Sandeep expected and so did not translate into revenues. The marketing
team at Elixir online Inc., suggested huge discounts to boost the online sales. Their
argument was attracting customers to buy from their website its important in developing
the online buying habits of the customers and will be useful in the long run.

The founders were arguing against it because huge discounts will attract not only huge
losses but since there is no loyal customer base currently, the strategy runs the risk of
backfiring. Apart from loss of revenue, there is also the risk of existing customers
waiting for discounts to buy from the website and so they may keep postponing their
purchase decisions. After a lot of heated debate which went on for a couple of weeks,
the marketing team and the management agreed to adopt this strategy. The founders had a
tough time convincing their VCs on this initiative but eventually brought them to
agreement as well. Eventually, Elixir started offering discounts onmost of its products.

The Growth Period

The strategy seemed to be reaping rewards although the initial response for the program
was meek. Elixir Online kept building a new customer base and were starting to
penetrate Tier II cities. The turnover of the company increased from a meagre Rs. 10
million in 2011 to Rs. 25 Million in the next couple of years. However, Elixir had a
market share of less than 5% in the E-tailing segment and profit was still elusive. Things
were waiting to changefor the worse.

In the year 2014, Elixir Online’s biggest competitor Flipkart introduced the Big billion-

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day sale close to the Diwali season and this had become a phenomenal success. Elixir
Online failed to foresee this new customer acquisition strategy from its leading
competitor and had to think aloud if they were to gather market share. The founders
gave serious thought and concluded that if they were to scale successfully, they need to
bring in a new CEO who is technically sound and strong in technology.

The Appointment of New CEO

Ashish was working for a big FMCG company as a technology team lead and had built
quite a formidable reputation for himself over the years. He was instrumental in setting
up a strong IT team at his company and was involved in the development of an
enterprise-wide information system. His flamboyant style coupled with a strong
technical knowledge and ability to respond to latest changes in the market quickly made
him attractive for the new position. Sandeep came in touch with him through his friend.
A meeting was set up between the founders and Ashish. The outcome of the meeting
was fruitful, and Ashish was convinced about his prospective newrole at Elixir online.

Roughly two months down the line, Ashish made his big career move of life and was
appointed as the CEO of Elixir Online during the year 2015.

Building the Customer Base

The day of his daughter’s birthday seemed to be long for Ashish. After returning from
the hotel, he spent a long time pondering. He was wondering how to stem the problem of
elusive profits. The more he thought about it, it became clear that it was only possible
through better customer acquisition and retention models. Apart from this, he realized that
assessing the quality of the existing customer base is important going forward. Right
from his stint at Elixir Online as the new CEO, Ashish was adept at handling technology
issues. He solved many teething technology-related problems successfully. With his
strong technology skills combined with the marketing team’s strategy, he was convinced
that it was just time before Elixir Onlinesetup a strong customer base.

The next day Ashish was all charged up and back in his office early. He soon called for
a meeting with the marketing team. Along with Ashish, the marketing team, based on
the input by its team member Suresh, devised a Customer Lifetime Value model
strategy to assess the quality of existingcustomer base.

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Customer Lifetime Value (“LTV”) is the amount of money an individual customer will
likely spend with a business in the future. It’s often used to value your customer base
and figure out how much to spend in getting or keeping existing users in each segment
and rank customers. It also is a measure of the success of marketing activities.

When the Marketing team proposed the idea, Ashish argued:

“I agree with the LTV principles. But what is worthwhile to note is that the LTV calculation
is not straightforward for e-commerce businesses. This is because we do not know the
loyalty of a customer. The relationship is not contractual: at any moment, a customer
may never make a single purchase again. Additionally, forecasting future purchases
requires statistical modeling that many LTV formula seem to lack.”

For this reason, Suresh, Marketing team member, argued:

“Point well-taken. But I think we have a choice! Why not estimate and use

a retention rate?”
Ashish had already given a thought about this earlier. Ashish responded:
“Unlike a contractual setting, it is not easy to use a simple retention rate to determine
when customers may terminate relationship with the company in a non-contractual
setting. Furthermore, the retention rate is modeled as a linear one and it does not tell us
anything about other factors which influence the purchase decision. The customer could
also actually wait for a long time before he makes his next purchase.
Therefore, there is no sure way of saying the customer has ended therelationship.”

Suresh did not have an immediate answer to this.

Ashish recognized that Suresh was on the right track. He also knew that guided
properly, Suresh could come with an answer eventually. He said,

“I see you are thinking in the right direction. Why don’t you study thecustomer acquisition
models thoroughly and come with a recommendation?”
Suresh’s Dilemma

Suresh had graduated from IIT Delhi before working for a manufacturing company in
the sales and marketing team. Although he did not have a formal management
education, he was able to gel with the team in the company and was successfully
converting many leads. He was also duly recognized for his contributions to the
company.

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It was now Suresh’s turn to spend a long day. Thinking about the argument he had with
his boss that day, Suresh started researching different models of customer acquisition and
retention. He stumbled upon a promising model for the non-contractual setting. The
model he researched was called “RFM” model or in other words Recency, Frequency
and Monetary model. This model had all the elements to make it workable. It considers
the recency of last purchase, frequency of purchases, and average purchase value. He
thought that it was a non-linear model which could be used to predict whether a user is
“alive” or “dead” given historic transactions to forecast future probability and size of
purchases.

He also realized that being a non-linear model, instead of simpler linear formula that is
based on retention rates, it would be apt to use this new model he was considering.

Recency, Frequency, and Monetary Model

The next day saw a flurry of activity in the conference room. The entire marketing team
was assembled, and Suresh was eagerly pitching for the adoption and viability of the
new model. Though the team members were initially skeptical, they realized that the
model had all the essential elements to make it a successful one.

More important, they thought that the segmentation of customers in this manner would
guide them to the right decisions. After getting the team’s nod, Suresh wanted to be
sure of his new strategy. He got in touch with the IT team and caught hold of the past
two years’ historical data. He insisted that the data must include the columns User Id,
number of purchases within the specified time window, days since last purchase, and
days since first purchase information.

The requested report came in no time. He quickly took the report and rushed to
Ashish’s cabin. Little did he realize at that moment, that his idea was about to be
thwarted. Ashish was in a meeting with the operations team when Suresh knocked on his
door. Realizing that Suresh probably had an answer to his question, Ashish quickly closed
the meeting and let Suresh in. Suresh lucidly explained about the potential of the new
model to Ashish. Despite his best efforts, Ashish had other ideas. To make the strategy
work, he needed to step into the role of Devil’s advocate. Looking at the model and
thinking aloud, Ashish spent some time thinking about the caveats of application of the
new model.

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He continued:
“I agree the new model is promising. It looks to capture the most essential elements like
recency, frequency and monetary values. But it is overlooking the fact that unlike a
conventional brick and mortar setting, this one does not capture the behavior of the online
customers correctly.”

He continued:
“You see, in the online setting, the customer could respond to offers in multiple ways.
First, although few could respond, many customers are irked by the fact that their email
inbox is already flooded with promotional offers. They do not even open their promotional
emails. If we bombard them with more emails, we have a risk of losing customers. We
must avoid sending promotional emails to wrong customers.” “Second, the preferences of
customers change over time in an Ecommerce setting.
Who is a loyal customer today may slip into a churned customer ifcompetition eats up.”

He paused for a moment and said:

“I don’t think RFM model would be relevant in this setting. But I see that you are
progressing well in the direction. Keep looking for the answers”.

The Analytics Twist

Suresh left the room confused. He has another night in front of him which is going to be
long. Luckily, for him since he was interested in Data analytics, he had taken online
MOOC courses on Machine Learning from famous websites such as Coursera. His
newfound interest led him to approach this problem differently this time.

That night he was staring at his computer screen, researching Machine learning
applications. To his dismay, he found that most of the machine learning applications
were focused on engineering applications.

He didn’t give up. He studied the few business applications, and this led him to
workable solution for the problem at hand. He also noticed that all the machine learning
applications had a common thread linking them. All of them could act dynamically with
new data and proved useful in generating interesting insights.

The next day, he walked confidently to his office. He knocked on his boss Ashish door.
There was no turning back this time, he thought. And, he was right.

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Case Discussion Questions:

1. What are the disadvantages of applying Customer Lifetime Value model in an

E-Commerce setting?
2. What are the advantages of RFM model? Is Ashish right in concluding RFM
model is not right for the current setting?
3. What are the possible machine learning models do you think are applicable in
this scenario?
4. How do you think Machine learning can help in Customer acquisition and
retention?
5. Give outline of proposed machine learning method and how it could help Ashish retain
existing customers in dynamic loyalty program setting.

Exhibit 1: LTV Model inputs

Exhibit 2: RFM Scores for sample customers

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Exhibit 3: Transactions JSON file – Sample Records

{"person": "78afa995795e4d85b5d9ceeca43f5fef", "event": "offer received", "value":

{"offer id": "9b98b8c7a33c4b65b9aebfe6a799e6d9"}, "time": 0}

{"person": "a03223e636434f42ac4c3df47e8bac43", "event": "offer received", "value":

{"offer id": "0b1e1539f2cc45b7b9fa7c272da2e1d7"}, "time": 0}

{"person": "e2127556f4f64592b11af22de27a7932", "event": "offer received", "value":

{"offer id": "2906b810c7d4411798c6938adc9daaa5"}, "time": 0}

{"person": "8ec6ce2a7e7949b1bf142def7d0e0586", "event": "offer received", "value":

{"offer id": "fafdcd668e3743c1bb461111dcafc2a4"}, "time": 0}

{"person": "57f4db3b5b2a46b8b06db07840a02fb5", "event": "transaction", "value":

{"amount": 4.48}, "time": 204}

{"person": "a0830fd4ac5240f8a4e8576008b0ebb3", "event": "transaction", "value":

{"amount": 1.51}, "time": 204}

{"person": "728036f087b945e9add781c1bfb8d885", "event": "transaction", "value":

{"amount": 3.74}, "time": 204}

{"person": "37187b0b31654a66a5b657832dfea94f", "event": "transaction", "value":

{"amount": 14.66}, "time": 204}

{"person": "dbb778dbe0924f56a54aa714406bbcd9", "event": "transaction", "value":

{"amount": 17.71}, "time": 204}

{"person": "20b3771f1f144a8d95610a19cd65d8d3", "event": "offer viewed", "value":

{"offer id": "f19421c1d4aa40978ebb69ca19b0e20d"}, "time": 576}

{"person": "0fc796ac46bb4532bf8d4ef0e43851cc", "event": "offer viewed", "value":

{"offer id": "4d5c57ea9a6940dd891ad53e9dbe8da0"}, "time": 576}

{"person": "519cffe93312403daa2834c2b9ef92c0", "event": "offer viewed", "value":

{"offer id": "fafdcd668e3743c1bb461111dcafc2a4"}, "time": 576}

{"person": "ca98c3611fb044e581ad34f2b4bcf1f6", "event": "offer viewed", "value":

{"offer id": "fafdcd668e3743c1bb461111dcafc2a4"}, "time": 576}

{"person": "ca98c3611fb044e581ad34f2b4bcf1f6", "event": "transaction", "value":

{"amount": 35.59}, "time": 576}

{"person": "ca98c3611fb044e581ad34f2b4bcf1f6", "event": "offer completed", "value":

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 CDC-BA-163

{"offer_id": "fafdcd668e3743c1bb461111dcafc2a4", "reward": 2}, "time": 576}

{"person": "d7f751dd8f824d94953dcdc0f79c7345", "event": "offer completed", "value":

{"offer_id": "0b1e1539f2cc45b7b9fa7c272da2e1d7", "reward": 5}, "time": 576}

{"person": "d7f751dd8f824d94953dcdc0f79c7345", "event": "offer completed", "value":

{"offer_id": "2906b810c7d4411798c6938adc9daaa5", "reward": 2}, "time": 576}

{"person": "d7f751dd8f824d94953dcdc0f79c7345", "event": "offer completed", "value":

{"offer_id": "f19421c1d4aa40978ebb69ca19b0e20d", "reward": 5}, "time": 576}

Exhibit 4: Sample profile Information of customers JSON file

{"gender": null, "age": 118, "id": "68be06ca386d4c31939f3a4f0e3dd783",

"became_member_on": "20170212", "income": null}

{"gender": "F", "age": 55, "id": "0610b486422d4921ae7d2bf64640c50b",

"became_member_on": "20170715","income": 112000}

{"gender": null, "age": 118, "id": "38fe809add3b4fcf9315a9694bb96ff5",

"became_member_on": "20180712","income": null}

{"gender": "F", "age": 75, "id": "78afa995795e4d85b5d9ceeca43f5fef",

"became_member_on": "20170509","income": 100000}

{"gender": null, "age": 118, "id": "a03223e636434f42ac4c3df47e8bac43",

"became_member_on": "20170804", "income": null}

{"gender": "M", "age": 68, "id": "e2127556f4f64592b11af22de27a7932",

"became_member_on": "20180426","income": 70000}

{"gender": null, "age": 118, "id": "8ec6ce2a7e7949b1bf142def7d0e0586",

"became_member_on": "20170925","income": null}

{"gender": null, "age": 118, "id": "68617ca6246f4fbc85e91a2a49552598",

"became_member_on": "20171002", "income": null}

{"gender": "M", "age": 65, "id": "389bc3fa690240e798340f5a15918d5c",

"became_member_on": "20180209","income": 53000}

{"gender": null, "age": 118, "id": "8974fc5686fe429db53ddde067b88302",

"became_member_on": "20161122","income": null}

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 CDC-BA-163

{"gender": null, "age": 118, "id": "c4863c7985cf408faee930f111475da3",

"became_member_on": "20170824","income": null}

{"gender": null, "age": 118, "id": "148adfcaa27d485b82f323aaaad036bd",

"became_member_on": "20150919", "income": null}

Exhibit 5: Portfolio JSON file

{"reward": 10, "channels": ["email", "mobile", "social"], "difficulty":
10, "duration": 7.0, "offer_type": "bogo", "id":
"ae264e3637204a6fb9bb56bc8210ddfd"}
{"reward": 10, "channels": ["web", "email", "mobile", "social"], "difficulty": 10,
"duration": 5.0, "offer_type": "bogo", "id": "4d5c57ea9a6940dd891ad53e9dbe8da0"}
{"reward": 0, "channels": ["web", "email", "mobile"], "difficulty": 0,
"duration": 4.0, "offer_type": "informational", "id":
"3f207df678b143eea3cee63160fa8bed"}
{"reward": 5, "channels": ["web", "email", "mobile"],
"difficulty": 5, "duration": 7.0, "offer_type": "bogo", "id":
"9b98b8c7a33c4b65b9aebfe6a799e6d9"}
{"reward": 5, "channels": ["web", "email"], "difficulty": 20, "duration": 10.0,
"offer_type": "discount", "id": "0b1e1539f2cc45b7b9fa7c272da2e1d7"}
{"reward": 3, "channels": ["web", "email", "mobile", "social"], "difficulty": 7,
"duration": 7.0, "offer_type": "discount", "id": "2298d6c36e964ae4a3e7e9706d1fb8c2"}
{"reward": 2, "channels": ["web", "email", "mobile", "social"], "difficulty": 10,
"duration": 10.0, "offer_type": "discount", "id": "fafdcd668e3743c1bb461111dcafc2a4"}
{"reward": 0, "channels": ["email", "mobile", "social"], "difficulty": 0, "duration": 3.0,
"offer_type": "informational", "id": "5a8bc65990b245e5a138643cd4eb9837"}
{"reward": 5, "channels": ["web", "email", "mobile", "social"], "difficulty": 5,
"duration": 5.0, "offer_type": "bogo", "id": "f19421c1d4aa40978ebb69ca19b0e20d"}
{"reward": 2, "channels": ["web", "email", "mobile"],
"difficulty": 10, "duration": 7.0, "offer_type": "discount", "id":
"2906b810c7d4411798c6938adc9daaa5"}

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 CDC-BA-163

Exhibit 6: Profit & Loss Account for Elixir Online 2014 Data
Profit & Loss account of Elixir Online Pvt Ltd., (in Rs. Cr.) Mar 2014
12 months
INCOME
Revenue From Operations [Gross] -5.56
Less: Excise/Sevice Tax/Other Levies 0.00
Revenue From Operations [Net] -5.56
Total Operating Revenues -5.56
Other Income 0.00
Total Revenue -5.56
EXPENSES
Cost Of Materials Consumed 0.00
Purchase Of Stock-In Trade 0.00
Operating And Direct Expenses 0.00
Changes In Inventories Of FG,WIP And Stock-In Trade 0.00
Employee Benefit Expenses 0.02
Finance Costs 0.00
Depreciation And Amortisation Expenses 1.00
Other Expenses 0.02
Total Expenses 1.03
Profit/Loss Before Exceptional, ExtraOrdinary Items And Tax -6.59
Exceptional Items 0.00
Profit/Loss Before Tax -6.59
Tax Expenses-Continued Operations
Current Tax 0.00
Less: MAT Credit Entitlement 0.00
Deferred Tax 0.00
Tax For Earlier Years 0.00
Total Tax Expenses 0.00
Profit/Loss After Tax And Before ExtraOrdinary Items -6.60
Profit/Loss From Continuing Operations -6.60
Profit/Loss For The Period -6.60
OTHER ADDITIONAL INFORMATION
EARNINGS PER SHARE

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TEACHING NOTE

This case is intended to be taught at the Second-year postgraduate level in both

Marketing and Analytics specializations. The case highlights the inherent conflict in
applying a simple vs. scientific methodology to real-life applications.

The case starts with elucidation of conventional marketing models in designing loyalty
programs. It then proceeds to point out the pitfalls of conventional customer acquisition
models. From there, it leads into application of more scientific methods such as
machine learning algorithms.

Further, it directs the students to debate on the potential advantages and disadvantages
of machine learning models. The hypothesis of this case is reliance on voluminous data
where these models prove to be strong candidates for applications in a dynamic setting.

Specifically, in this case these models could prove to be effective in designing dynamic
loyalty programs resulting in effective customer acquisition and retention models
because of their inherent ability to adapt to dynamicchanges.

CASE DISCUSSION QUESTIONS:

1. What are the disadvantages of applying Customer Lifetime Value model in an

E-Commerce setting?

The discussion of the case can start by motivating the students play to write down the
formula of customer lifetime value. In simpler terms, the CLTV can be defined as
follows:

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The discussion could revolve around the simplicity of the formula and the minimum
number of variables that are included. They can also be pointed to the dynamic nature
of ecommerce business and therefore importance of understanding the role of
dynamics. CLV's main problem is its inability to account for changes in behavior of
customers. This is especially true in onlinesetting.

The other major drawback is that when customers have a long path to purchase or an
extended time between purchases, CLV may struggle to together the pieces of data
needed to come up with a meaningful, ongoing calculation of CLV.
Also students can be motivated to list down all the factors that may influence the
customer lifetime value irrespective of the one used in the simple formula here.

You can picture any number of variables that might come into play. It can be
challenging to determine precisely which interactions with a brand, from marketing to
product to customer support and more, are impacting a customer’s ability and desire to
continue spending.

2.What are the advantages of RFM model? Is Ashish right in concluding RFM model is
not right for the current setting?

The discussion from the previous question leads naturally to question number 2 where
focus is now on the RFM model. Students can be motivated to give an example of RFM
application and start discussion from there.

The simplicity of the model and the wide-application capability of this model can be
highlighted through the discussion.

Apart from this, the following factors can be elucidated throughout the discussion:

A. Although it is used to measure the behaviour of visitors, it cannot be said to be a

beneficial method to optimize website visitor’s data. However, many companies
want to gain new customers as well as retain current customers. It is important to
note that RFM segmentation may not helpacquire new customers.
B. RFM analysis includes only three metrics: recency, frequency, and monetary.
However, measurements made with these metrics may not always give complete
results. More variables may need to be included. This will help to understand the
behavior of visitors and customers.

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Finally, the discussion can end by highlighting the role of data analytics and machine
learning models here. Therefore, this question should end with theconclusion:

E-commerce companies are changing and developing day by day. Dynamic

campaigns and strategies are a must in the e-commerce sector. Therefore, self-
learning and automatic segment analysis with the machine learning algorithms can
be more valuable and useful.

3.What are the possible machine learning models do you think are applicable in this
scenario?

In an ecommerce setting, it is a primary advantage that we can collect a lot of

information about the customers and their behaviour during their website visit. This
data can be appropriately used to develop many variables that may contribute to the
behaviour of the customer in his entire lifetime with the website. Therefore, the student
should be motivated to identify the primary advantage of using web analytics through
any of the available tools such as Google Analytics.

Since this case study considers and focuses on customer lifetime value, which is numeric
variable of interest, the students can be led to think of applying regression family of
machine learning algorithms along with a combination of unsupervised learning
methods.

4.How do you think Machine learning can help in Customer acquisition andretention?

This is a very critical question to answer because the answer for this question is what
drives the thinking of the students to apply innovative ways of applyingmachine learning.

In terms of customer acquisition, students can be motivated to highlight how the

machine learning algorithms work. The discussion can revolve around the following
points:

Machine learning can leverage the historical data that is collected through use of
analytic tools such as Google web analytics. The fact that these models collect a lot of
information about the customer visits right from the registration of the customer on the
website means the company can leverage every single datapoint of their customers.
Prediction becomes accurate because of the huge volume of data that is being used in all
these models. Since the prediction is more accurate, once a customer is assigned in a

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target segment, it is easier to design loyalty program the test tailormade for this
customer.

The case discussion can then shift focus on the customer retention aspect which is
another important element of any loyalty program. Students can be guided to the fact
that machine learning methods are good at customer segmentation which makes it
possible to target the customers better. Better customer segmentation can then lead to
design of appropriate loyalty programs and rewards which will be attractive for the
customer. This can convert the customer to buy the product thereby improve the
revenue.

5.Give outline of proposed machine learning method and how it could help Ashish
retain existing customers in dynamic loyalty program setting.

The discussions so far were only revolving around how it becomes important to use the
machine learning algorithms. For this question, students can be probed to think and
come up with different solutions.

The key to answering this question is in identifying two different stages of machine
learning application:

1. In the first step, elixir online can leverage its historical data to properly segment
customers. Segmentation is a natural application for machine learning methods.
A lot of machine learning algorithms such as hierarchical clustering, K means
algorithm have proven to be useful in customer segmentation. Therefore, the
discussion can first start looking at how unsupervised learning methods could be
employed in the stageone.
2. The second step is where it gets interesting. This step will involve a kind of
experiment where different customer segments are offered different rewards.
The results from the experimentation can be fed back to the machine learning
method to come up with a better prediction of the rewards. It is also important
to instill in the students the fact that all of this happens in a dynamic setting
where things change from time to time.
In terms of specific machine learning models, regression family of algorithms
listed below could be attempted:
1. Multiple linear regression

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2. Ridge regression with regularization

3. Artificial neural networks
4. Support vector machines

Since we have a candidate of multiple models that can be applied, the students
can be motivated to highlight the advantages and disadvantages of using all
these said methods which includes computational time taken to come up with an
answer.

As a final step of the case discussion, apart from this normal family of
algorithms, students can also be pointed to a different class of algorithms called
reinforcement learning methods. The multi-armed bandit algorithm of
reinforcement learning is very simple technique which can be applied in this
context.

The instructor can close the case by pointing to the fact the flexibility that is
involved in applying methods for both steps one and two that can make or break
their application.

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 LIBA forms men and women for
others who excel with ethics.
Forming men and women for the
corporate world is not in the domain
of vocational skills. Instead, it lies in
the sacred realm where building
character becomes a holistic, integral
and formative exercise that helps a
student gain a certain facility and
ease to face challenges, take
calculated risks, and mitigate the
risks by which he or she has a deep
sense of fulfilment in life.

Loyola Institute of Business Administration

Loyola College Campus | Chennai 600 034 | TN | India
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