Case Studies :

MBA ( HRM) - 4

The company attributes this enviable rise to glory to its most valued assets the Google employees.
Since its inception, the company has constantly hired only the best talent in the industry, preferring
creativity to work experience. Striving to attract and retain bright and inspiring employees, Google
focused on motivating its employees by creating a challenging yet fun-filled work environment coupled
with a wide array of perks ranging from free food and a gym to employee stock options. Additionally to
foster innovativeness, Google has adopted the 70/20/10 model, to encourage Googlers to spend 20%
of their work time on a project of their choice. These efforts paid off and Google emerged as the most
sought after place to work for two consecutive years (2007 and 2008). However, can a company that
has focused on small teams and individual interaction with all employees cope up with the same when
its meteoric climb to success has captured the interest of many competitors? The appreciation of
Googles achievements has been accompanied by increasing apprehensions about the long-term
sustainability of Googles informal and fun-filled culture. Whether Googles success is a result of its
much hyped work culture or vice versa, continues to be an unresolved enigma.
Points of Dicussion:

Analyse the role and essence of HR management across Google and their contribution in
building a successful organisation.

Analyse factors contributing to Googles recommendable rise in a short span of time.

This case is about the labor unrest that occurred at the Manesar plant of India's largest car
manufacturer, Maruti Suzuki India Limited (MSIL), the Indian subsidiary of the Japanese automobile
maker, Suzuki Motor Corporation (SMC). The Manesar plant witnessed three labor strikes in 2011 and a
lockout in July 2012 after the brutal murder of a General Manager (HR) at the company. The three
strikes resulted in a revenue loss of Rs.25 billion to MSIL. The case details the events leading up to the
gory incident in July 2012 which left one manager dead and more than 100 injured.
The main points of contention between MSIL's management and its workers related to the formation of
an independent union by the Manesar plant workers; contract workers being paid one-third the salaries
as permanent workers despite both the groups performing similar tasks; and, the exacting rules at
work such as half the salaries of workers being deducted if they were late to work by a few minutes.
Though the primary responsibility for the July 2012 murder lay with the perpetrators, i.e. the workers,
the case discusses the circumstances that led to the incident and questions whether it could have
been averted. One of the thorny issues was the alleged buying out of the fledgling workers' union's
leaders by the company.
Understand the reasons that compel workers to form unions and analyze whether
companies, through their policies, can eliminate the workers need to constitute unions.

Discuss whether paying off unions helps the cause of the companies and workers in the long
run.

Analyze how companies can really be competitive in the long run through better labor
relations instead of engaging in labor cost arbitrage.

MBA 3- Marketing

Flipkart Online Services Pvt. Ltd. operates an online shopping Website in India. It provides books,
movies, music, games, consoles, gaming accessories, mobiles, mobile accessories, cameras, camera
accessories, computers, computer accessories, network components, software, peripherals, home and
kitchen appliances, TV and video products, and personal and health care products. Flipkart Online
Services Pvt. Ltd. was founded in 2007 and is based in Bengaluru, India.
On the basis of the above information answer the following questions :
1. What are the kinds of segmentation carried out by them?
2. What are their advantages when compared to a brick and mortar company?

AMUL
The seeds of this unusual saga were sown more than 65 years back in Amanda, a small town in the
state of Gujarat in western India. The exploitative trade practices followed by the local trade cartel
triggered off the cooperative movement. Angered by unfair and manipulative practices followed by the
trade, the farmers of the district approached the great Indian patriot Sardar Vallabhbhai Patel for a
solution. He advised them to get rid of middlemen and form their own co-operative, which would have
procurement, processing and marketing under their control.
In 1946, the farmers of this area went on a milk strike refusing to be cowed down by the cartel. Under
the inspiration of Sardar Patel, and the guidance of leaders like Morarji Desai and Tribhuvandas Patel,
they formed their own cooperative in 1946.
This co-operative, the Kaira District Co-operative Milk Producers Union Ltd. began with just two village
dairy co-operative societies and 247 litres of milk and is today better known as Amul Dairy. Amul grew
from strength to strength thanks to the inspired leadership of Tribhuvandas Patel, the founder
Chairman and the committed professionalism of Dr Verghese Kurien,who was entrusted the task of
running the dairy from 1950.
The then Prime Minister of India, Lal Bahadur Shastri decided that the same approach should become
the basis of a National Dairy Development policy. He understood that the success of Amul could be
attributed to four important factors. The farmers owned the dairy, their elected representatives
managed the village societies and the district union, they employed professionals to operate the
dairy and manage its business. Most importantly, the co-operatives were sensitive to the needs of
farmers and responsive to their demands.
At his instance in 1965 the National Dairy Development Board was set up with the basic objective of
replicating the Amul model. Dr. Kurien was chosen to head the institution as its Chairman and asked to
replicate this model throughout the country.
On the basis of the above content discuss the following points.
1. Discuss the diverse product mix that the company has.
2. Discuss the Casual Dining Restaurant that has been recently introduces in to increase brand
awareness.

McDonalds, the long-time leader in the fast-food wars, faced a crossroads in the early 1990s.
Domestically, sales and revenues were flattening as competitors encroached on its domain. In addition
to its traditional rivalsBurger King, Wendys, and Taco Bellthe firm encountered new challenges.
Sonic and Rallys competed using a back-to-basics approach of quickly serving up burgers, just
burgers, for time-pressed consumers. On the higher end, Olive Garden and Chilis had become potent
competitors in the quick service field, taking dollars away from McDonalds, which was firmly
entrenched in the fast-food arena and hadnt done anything with its dinner menus to accommodate
families looking for a more upscale dining experience.
When most of us think of McDonalds, we think of cheap fast food and little children racing around the
restaurant with their happy meal toys. While this is much the same wherever you go in the world,
upon closer inspection, McDonalds India retains some major differences. The most noticeable
difference is the menu. McDonalds is known worldwide for its Big Mac. However more than 80% of
Indias population of 1.17 billion does not eat beef (CIA). So to have any chance of success in the
country, McDonalds recognized that the company would have to spend a lot of time and effort
developing a menu that catered to Indias enormous Hindu and Muslim communities. Elsewhere in the
world, McDonalds maintains a strict 70% original 30% local menu. In India however, McDonalds
inverted those numbers maintaining a 30% original 70% local menu. Stricken from the menu were the
Big Mac and Quarter Pounder, the hamburgers that made McDonalds famous. Gone also was the
McRib. After all, Muslims do not eat pork. In their places, McDonalds unveiled its potato, lamb, and
chicken based menu featuring such delectable treats as the Mc Aloo Tikki Burger and Maharaja Mac
But not to worry McDonalds fans, you can still get your French fries and Chicken McNuggets.
Points for discussion :

Cultural adaptability of Mac Donalds in India.