IOSR-JBM   INTERNATIONAL CASE STUDY CONFERENCE, MUMBAI

Abstract: With Indian Airline industry vying for rejuvenation in terms of comprehensive inclusion of passengers, there exists strong need of full-service carrier in Indian aviation scenario in 2014. The poor show of Public sector air carrier Air India, record multimillion loss of low cost carrier Spice Jet and recent failure of premium service carrier KingFisher Airlines have demonstrated inefficiencies of operations. This calls for a better positioning of airline brand with long term strategy. This study focuses on strategic positioning of Vistara, a joint venture between Tata Sons Ltd and Singapore Airlines in light of aviation industry scenario in India in 2014 and suggesting optimum strategies for next 5 years. This case study tries to answer following problem questions

[1] ibef.org (2014). Indian Aviation Industry. [ONLINE] Available at: http://www.ibef.org/industry/indian-aviation.aspx. [Last Accessed 22 Dec 2014].

[2] Sanjai P.R. (2014). Mounting losses fail to deter aviation entrepreneurs in India. [ONLINE] Available at: http://www.livemint.com/Companies/H8jXhTkGu7x4AD3b55vUvJ/Mounting-losses-fail-to-deter-aviation-entrepreneurs.html. [Last Accessed 1 November 2014].

[3] Ministry of Civil Aviation, Government of India (2014). INDIA AVIATION 2014 Enhancing Air Connectivity.

[4] Report of Working Group on Civil Aviation Sector, National Transport Development Policy Committee (NTDPC), June 2012

[5] Financial Express Bureau (2015). Vistara airlines chants ‗competitive' mantra to stay afloat in face of Air India, Jet Airways rivalry. [ONLINE] Available at: http://www.financialexpress.com/article/industry/companies/vistara-airlines-chants-competitive-mantra-to-stay-afloat-in-face-of-air-india-jet-airways-rivalry/28525/. [Last Accessed 5 January 2015].

Abstract: Marathi Business Club is the platform which enrollsMaharashtrian entrepreneurs, (both established and budding) to promote entrepreneurship among Marathi community. The club deals in creating entrepreneurial environment in Maharashtra by embracing without hierarchy or formal association- what they call it as Entrepreneur Friends. The association includes teens to women as well as established to new entrants in business community.

[1]. David Ivan. 2009, Community based Entrepreneurship Development: Rural Research Report Vol 20, Issue 3,Illinois Institute of Rural Affairs.
[2]. Rajeev Roy. 2011, Entrepreneurship: Oxford University Press.
[3]. Sue Birley. 1985, The Role of Networks in the Entrepreneurial Process: Journal of Business Venturing. Vol1, No1.
[4]. Vasant Desai. 2013, Entrepreneurship Management: Himalaya Publishing House.
[5]. www.mbcindia.orgseen on 22.12.14.

Abstract: - CASE SUMMARY: Suzuki Motor Corporation of Japan will set up a plant in Gujarat to manufacture cars for its Indian unit, Maruti Suzuki India. The fully-owned subsidiary, Suzuki Motor Gujarat Pvt Ltd, will have a paid-up capital of ₹100 crore and be in place by April. Maruti Suzuki India's board has approved the proposal, which is expected to result in substantial financial benefits for the company and its minority shareholders. However, the stock market did not take kindly to the announcement and Maruti Suzuki's shares fell 8 per cent to close at Rs1,563.20 on the Bombay Stock Exchange.

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BACKGROUND:- The Urban infrastructure projects increase the personal mobility and quality of life. The transportation investment also boosts productivity and the economy. Land is a premium asset, which is a major source of revenue to the Government in the form of sale of land; lease/ground rent and conversion charges and infrastructure development. However, for the purpose of calculation of Economic Internal Rate of Return (EIRR) of Road Infrastructure project the factor of increased revenue to the State/Municipal Corporation by way of Stamp Duty and transfer of development rights (TDR) is not directly or completely taken into account.

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Abstract: Corporate Social Responsibility (CSR) is a powerful medium for Social and Community development. This is the effective platform for social and emotional connect between Industry , Business organization and the society, create opportunity for giving back to the society .In the words of Jamsetji Tata ," You must give back to Society many times over what we get from them".

[1]. "Best among the rest",(2014).Business India,November24 to December 7,,pg.39-40.

CASE SUMMARY: Radha has been working as a faculty with the Bandana group of institutions for four years now. The culture of the organization is a typical sethjione with a climate of distrust prevailing in the organization. Being a family run business with three Brothers managing the show the members have adopted to develop a work culture wherein work and trust are placed on employeesbased on their strong likes and dislikes. The group had its own share of problems when it came to defining roles at the very top, and the attempts to cross over territories of power by the members time and again led to trouble in the business.

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Abstract: In the today's dynamic business environment the survival and sustainability of an enterprise solely depends on market force which is autonomously controlled by consumer's acceptability. It means the producer of goods or provider of service is always at tenterhook to understand and react to changing need of consumer as well as take care of competition. To make this dynamism viable a strong and reliable supplier base is inevitable. Till recently supplier management was restricted to manufacturing utility as service operation was always considered secondary. But with changing global scenario service has become more challenging a job than manufacturing. Telecom service among them has become a inevitable infrastructure not only for business and development but for very survival. Hence to stem a robust telecom system it is essential to have effective vendors vis a vis suppliers who ought to be cost effective and reliable. The technique of AHP has been used to make a structure of vendor selection system for telecom companies operating in India.

Key Words: Vendor Parameter, Supplier Selection and AHP

[1]. Arbel A, Seidmann A. An application of the AHP to bank strategic planning: the mergers and acquisitions process. European Journal of Operational Research 1990;27:27 :37.
[2]. Arbel A, Seidmann A. Capacity planning, benchmarking and evaluation of small computer systems. European Journal of Operational Research 1985;22:347:58.
[3]. Arbel A, Seidmann A. Selecting a microcomputer for process control and data acquisition. IIE Transactions 1984;16(1): 73:80.
[4]. Bard JF. Evaluating space station applications of automation and robotics. IEEE Transactions on Engineering Management 1986;EM-33(2):102-11.
[5]. Beck MP, Lin BW. Selection of automated office systems: a case study. OMEGA 1981;9(2):169:76.

Case Summary: Liberalisation, Privatisation and Globalisation of the Indian economy had enthused many small and large industries to seek new growth options through organic as well as inorganic routes. Mergers and acquisitions had come of age in India. Mr Agarwal, Chairman and Managing Director of Bharat Instrumentation Ltd (BIL), a medium sized process instrumentation company of many decades, was inspired to seize this momentum and chart new growth trajectories for his company by diversifying. He was proud to belong to the group of industrialists who were restructuring their companies. Mr Agarwal along with his family and relatives were the promoters and majority shareholders of the company.

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Abstract: Porter's model to approach market with specific strategy is most accepted strategy model in domestic ,regional,international & global markets. In recent years it has been observed that although one can apply this model as generic guidelines for approaching various markets but at times marketing team has to use combination of cost leadership ,differentiation& focus strategies to win some specific projects/new business. This combination decision can be based on continuous review of existing strategy &it's outcome (business results). In this article experience,observations & results has been shared based on variation in market strategy approach pertaining to supply of specialty lubricants to one of the large power sector company in India. Success story of combination strategy (Integrated Strategy: both cost leadership& differentiation strategy) has been shared to make it more evident.

[1]. Acquaah, M. (2006). Does the implementation of a combination competitive strategy yield incremental performance benefit? A new perspective from transition economy in Sub-Saharan Africa. Journal of Business Research , 61, 346-354. http://dx.doi.org/10.1016/j.jbusres.2007.06.021
[2]. B.V.,& P. M. (2005). Porter's Three Generic Strategies. Retrieved from www.provenmodels.com/27
[3]. Beal, R., &Yasai-Ardekani, M. (2000). Performance implication of aligning ceofunctional experiences with competitive strategies. Journal of Management, 26, 733-762.
[4]. Dess, G., & Davis, P. (1984). Porter's (1980) generic strategies as determinants of strategic group memberships and organizational performance. Academic of Management Journal, 27, 467-488.http://dx.doi.org/10.2307/256040
[5]. Gopalakrishna, P., & Subramanian, R. (2001). Revisiting the Pure versus Hybrid dilemma: Porter's Generic Strategies in Developing Economy. Journal of Global Marketing, 15(2), 61-79.http://dx.doi.org/10.1300/J042v15n02_04

Abstract: Among various investment alternatives available to the investors in the market today, open offers have definitely failed to sail through by being a medium for earning good returns. In the recent years, open offers have lost shine by being less preferable by the investors. Though, open offers provide opportunities to the investors to sell shares at offer prices which are often higher than the current existing market prices, open offers have failed to see the brighter side in India. Between years 2008-2014, 613 open offers were announced, of which, only a handful of companies(less than 10%) managed to get more than 90% of the proposed percentage of shares through open offers. Rights issues when compared to open offers are often perceived negatively in the market signaling the stock dilution and overvaluation of the stocks.The study finds that the main reasons attributing to this disinterest mainly might be due to various alternative options available to the investors in the secondary markets. The reasons found vary proportionally for short-term, long-term investors and in the case of arbitrageurs.Thus, the study tries to understand this phenomenon considering the backdrop of regulation and interest of investors in case of Indian stock markets.

Keywords: Open offers, Buy back, Rights Issues

[1]. Stephens, Clifford and Weisbach, Michael (1998). "Actual share reacquisitions in open-market repurchase programs", Journal of Finance, 53(1), pp. 313-333.
[2]. Iqbal.A., Espenlaub,S. and Strong, N. (2009 ) " Earnings Management around UK open offers", The European Journal of Finance, 15(1), pp. 29-51
[3]. JoydeepGhosh, "Why open offers aren't attractive for many investors", retrieved from http://www.business-standard.com
[4]. Nehapandey, "Taxation woes for open offers" retrieved from http://www.business-standard.com

Abstract: Paras Pharmaceuticals, a family-owned company based out of Ahmedabad, achieved significant presence in the Indian FMCG market by launching a series of OTC healthcare and personal care products, backed by tactful positioning and skillful marketing. While some of Paras' products were pitched against long-standing market leaders in their respective categories, often coming from multinationals,some otherssucceeded by creating new categories which did not exist before. Several of Paras' brands such as Moov, Krack, Ring Guard, Itch Guard, Livon, Zatak, Set Wet, D'Cold and DermiCool, became household names in India. However, Paras Pharmaceuticals was sold to the UK-headquartered Reckitt Benckiser plc in 2010. Reckitt in turn sold the personal care brands to Marico Industries in 2012. Interestingly, two of the original promoters of Paras Pharmaceuticals went on to set up their own companies, and they launched a slew of new brands such as Fogg, 18+, White Tone, Sundeo, GlamUp, Layer'r Shot and Wottagirl!in the same categories as those of the erstwhile Paras' brands, but often with a new twist.In their first innings as entrepreneurs, the promoters of Paras Pharmaceuticals competed against well-entrenched national and multinational players. In their second avatar, the competition included what were at one time their own brands! Can the Paras promoters outdo themselves and succeed again?

Key Words: Paras Pharmaceuticals, OTC Healthcare, Personal Care Products, Marketing, Positioning, Competition, Vini Cosmetics, Adjavis Venture, Reckitt Benckiser

[1]. Set Wet: A Cool Cool Brand, December 28, 2005; http://marketingpractice.blogspot.in/2005/12/set-wet-cool-cool-brand.html
[2]. Pharma Marketing: Now Pain Balms in Sachets, http://articles.economictimes.indiatimes.com/2009-09-02/news/27665296_1_sachets-bigger-packs-brands
[3]. Prickly Competition to Beat the Heat, May 31, 2010; http://www.business-standard.com/article/management/prickly-competition-to-beat-the-heat-110053100061_1.html
[4]. Livon, Recova move from Mudra to Cut the Crap, September 6, 2010; http://www.afaqs.com/news/story/28159_Livon-Recova-move-from-Mudra-to-Cut-The-Crap
[5]. "I will create another Moov and DermiCool‟, http://articles.economictimes.indiatimes.com/2010-09-13/news/27627530_1_d-cold-paras-pharmaceuticals-moov

Abstract: Social media refers to a collection of internet based applications that not only provide information but also enables interactions among people where they generate, share, and/or exchange information and ideas. According to Nielsen, internet users continue to spend more time with social media sites than any other type of site. At the same time, the total time spent on social media in the U.S. across PC and mobile devices increased to 121 billion minutes in July 2012 compared to 66 billion minutes in July 2011. (1) In November 2011, it was reported Indians spend more time on social media than on any other activity on the Internet. (2)Social media platforms have a potential to make or break journey of a corporate, a brand or a celebrity. One such celebrity, who learned what impact social media platforms can have on life in hard way is Alia Bhatt.

[1]. "State of the media: The social media report 2012".Featured Insights, Global, Media + Entertainment. Nielsen. Retrieved 9 December 2012.
[2]. "Connecting and Engaging with Digital Indian Consumers | Nielsen Wire". Blog.nielsen.com. 15 November 2011. Retrieved 24 April 2012.
[3]. Mobhhani, Suleman. "Bollywood's 100 Crore club". Bollywood Hungama. Retrieved 14 May 2014.
[4]. "I want to style Parineeti: Alia Bhatt". Mid Day. 30 September 2014. Retrieved 30 September 2014.
[5]. "Alia Bhatt's kitty full with endorsement deals". M.indiatoday.in.