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E-Commerce (T01)
ABC is a new e-commerce company which sells books and other gift items through its online portal. The sales have been increasing on a year on year basis for the last 4 years. However the profitability of the business is facing stiff pressure due to the need for investments in technology and distribution. There has been huge demand especially from smaller cities and towns of India. The cost of distribution and maintenance of service levels has hit the overall bottom line. There is also news of international online business companies coming to set up business. These companies would bring in technology and bigger investments in infrastructure. ABC wants to understand where all they need to innovate and focus so that profitability is improved and also demands are created from news consumer segments. Issues: Distribution management, Demand generation, Innovation Disciplines: General Management Industries: e-commerce

E-commerce Retail (TO2) is a new e-commerce venture started by two batch mates from a leading B-school of Western India. Unlike the apparel focus, multiple websites, they are looking at tapping the largest consuming category i.e. food & grocery. Since starting 3 months back, they have been able to create a decent visibility in the target consumer base in Gurgaon, where their delivery is currently restricted. They are looking at expanding the geographical base before they go for an external funding. However they are worried about the following questions 1. Which geographies should they target? Metro/Mini-Metro/Tier I etc 2. What should be the primary target segment? Households with working women/ only SEC A/ Old age households etc. 3. How do they manage the inventory? Shall they go with the central warehouse and minimize the inventory, or go for city base warehousing to minimize delivery time 4. What should be the customer acquisition strategy? Discounts/ Promotions/ Quick and fast delivery etc. 5. Which are the new categories that can be added to the offering? Home care/ personal care/ apparel etc.

time to market the product and with all this manage supply chain and market price efficiently. They operate 25 petrol stations on some of the busiest Indian Highways. managing regulatory issues with respect to different geographies.Leisure (TO3) ABC is a big Indian business group with diversified interests ranging from specialized retail brands. With all these important factors and growing competition. As part of its Research and Development (R&D) programs. They also operate food courts in those stations. to better utilize its 25 properties to leverage the increasing number of travelling consumers and also get better returns on its investment. integration. While large scale procurement is essential for the business. Along with this the petrol retailing business is facing stiff price pressure from PSU companies. the company needs to relook at its procurement and distribution strategy. It obtains its basic raw materials of wheat. it poses difficulties in maintaining centralized procurement offices. corn. due to the advent of many international brands and also due to changing travel consumer preferences. These materials help make over 50 different breakfast cereals and snacks to sell to customers through retail. However. rice & corn flakes. Issues: Falling food court business. It is a large-scale manufacturer and stores sufficient stocks to meet customer orders. time to market Disciplines: General Management Industries: Agriculture – Processed food . it develops recipes to extend its range of cereals and snacks. restaurants and also in infrastructure development. procurement covering different geographies. the food court business is showing a decline. cost management. rice and sugar from suppliers around the world. increased pressure due to rising fuel cost Disciplines: General Management Industries: Leisure Retail Agriculture. Issues: Large scale procurement.Processed Food (TO4) XYZ is in the business of producing wheat. ABC is looking at a solution.

Issues: Increased competition. Oceania and the Americas. Regulatory Roadblocks. Operation Discipline: General Management Industries: Education –K12 . India and wondered whether Indian middle class was ready to send their children to his school. The philosophy that Raman and the core members followed is. While the need for a high quality school was obvious. Marketing Strategy.every child is different and she needs to be treated differently. sustainable growth Disciplines: General Management Industries: Retail – Food & Beverage Entry Strategy of a Global Chain of Schools (TO6) Raman Mishra is located in Singapore and heads a chain of schools called XYZ. He called a meeting of the core team members to discuss the entry strategy to Indian market.Food & Beverage (TO5) A leading Domestic QSR ABC player is operating through 120 outlets all over India. the rate of growth has reduced to almost 5% in the last 2 years. an expert in creativity and education. As per ABC company’s philosophy and belief system thy do not wish to incorporate non-veg products in their menu. he was not too sure how to woo the Indian parents. ABC Company undertook a consumer study to assess reasons for slow growth. Raman. especially through the advent of International QSR chains offering quality food offerings – both Veg & Non-Veg. Strategic Alliance.. The team is greatly influenced by Sir Ken Robinson. He wanted to figure out the issues that he was likely to encounter as he entered into India. Though the brand has been growing at CAGR 10% for the last 5 years. ABC Company understood that it was partly due to changing consumer tastes and increase in eating out options. Sir Robison championed the cause of customization of education for children and nurturing creativity in the early years of schooling. Issues: Entry Strategy. the Middle-East. The company is now facing challenges of stiff competition and sustained healthy growth in the coming 7-10 years. looked at his own country. To understand the reason for decline in growth rate. increased options for consumers. with vegetarian food as key product offerings. Though he was born in India. he did not know the Indian customer as he had never done business there. reducing market share. XYZ is present in eight countries across Asia.

At a relatively young age of 30.domain knowledge. communication. However Harinder was quick to realize that a 140 hrs module was not enough to transform B school students from rural background. Singapore. sales and customer orientation etc. What it meant was taking over the entire delivery operations of the institution and delivering high quality academic and employability training experience to the students and also taking complete ownership of the final placement. development of content and collection of receivables were the three main challenges faced by ABC. This was a very new concept in India and ABC hoped to create a new segment within education management by positioning itself as an organization offering 'outsourcing of higher education' in India. Harinder and few core team members felt that the strain in the company would raise a question mark on the stability of the company. rose along the corporate ladder at a very fast pace. Quality of delivery was ensured by using a large number of part time faculty (who were not on the pay rolls) and few permanent faculty (on the pay-rolls). ABC went to its business school clients and offered them end to end solutions in the academic and employability delivery process of the institution: becoming India’s first ‘management of a B-school’ firm.Education (TO7) Harinder Singh. ABC also reached out to tier three B schools where employability was a prominent pain area. he hit the proverbial mid-life crisis and often wondered what would he do with his career after spending three quarters of a decade in the FMCG industry. A set of bigger education companies expressed interest in acquiring majority stake in ABC.communication and soft skills were just not enough? The engagement with the students needed to be holistic covering all aspects of employability. Most of the clients promoters were not professional businessmen and therefore a lot of delays in collection became a norm. Harinder occupied key leadership positions in India and abroad. He spent 8 years serving in diverse markets like Japan.g. Philippines and India in the finance domain of the company. Ensuring a constant and timely supply of high quality part time trainers. and quality dipped significantly beyond the Top 50. It called for a change in the business model of ABC.transforming itself from a soft-skill training company to a B school management company. Decision Point: The new model of providing 'full service' to institutions demanded mustering high quality resources at the HO as well at the client institutions. class of 2000 from XYZ institute. He probably needed to attack the employability problem from many sides. . After several iterations in the process of fine-tuning the business model. Even though his career moved at a fast pace. One of the taglines of ABC was that 50% of the faculty would be from the IIMs (mostly alumni and sometime faculty). big picture thinking. At the inception. He realized like many of his generation that he too wanted to 'start something of his own' and thus ABC was born. e. So did a few Venture Capitalists. However that meant higher cost of delivery. attitude. It became obvious to him that to transform the young students and render them employable he needed more time and control over the process. These caused a great deal of strain in the system. He joined one of the biggest FMCG global giants from the campus and was immediately sent to serve in the overseas market for the company. India had 3000 b-schools. One big challenge was collection of revenue. It offered a 140 hrs soft skill-employability module to business school students. ABC was a finishing school offering soft skills training to youth and it scaled up using a franchisee model.

Higher Education Textiles (TO8) ABC is in the business of manufacturing. over last two years the company has been facing severe operating problems. and is not in a position to service its debt. The debt to equity ratio was close to 2:1. However. The company continued its expansions and did not address its inventory pile-up during the sales slump of 2009.Infusion of capital and improvement in the quality of the management team would enable ABC not only to scale up but also ensure quality of delivery. the company is not in a position either to operate all its stores. As of now. inability to meet operational expenses. or to look at export orders. sales slump. the company cannot meet its operating and statutory liabilities. The company was managing its expanded operations through funds generated from IPO (Equity) as well as debt. due to paucity of operating funds. the company’s current debt to equity ratio has soared to more than 6:1. Growth Strategy Discipline: General Management Industries: Education. exports and integrated manufacturing. export operations have been discontinued and manufacturing capacities are lying idle. expansion and inventory pile-up. they have expanded to more than 1000 stores in India. Large scale diversified mid-market retailing. Expansions in front end also led to capacity addition in manufacturing and extended network for outsourcing of apparels. Entrepreneurship. It is still continuing its operations. downsizing but in vain. inability to service debt. with a CAGR of 20% from 2003 to 2009. excess leverage on debt and equity funds. retailing and exporting apparels for men. there was also a realization that that an early dilution of equity would lead to a great loss of value for the founding team. With its current revenues. Due to successive defaults and accrued liabilities. Disciplines: Operational Management and Financial Controls Industry: Apparel Manufacturing and Retail. more than 500 retail stores have been shut down. The leverage on finances kept on soaring. Issues: Higher debt funding. casuals and casual active-wear categories. debt (interest) servicing and also inability to raise funds through private placements or additional borrowings. Now. Fund Raising. As retailers. The company is facing issues on working capital. Issues: Valuation. . women and kids in formals. but at a much reduced scale. However.

Italian.Commerce in Fashion (TO9) ABC. Recently. Marketing efforts were launched through mailers. Initial response to the initiative was overwhelming.E. ABC needs to improve its servicing capabilities to cater to the needs and taste of ‘well travelled discerning customers’. The company also offers Bespoke (Made to Measure) services in menswear apparels. started its operations five years back and is in the business of manufacturing. Feedback from partner retailers suggested that bespoke consumers were not finding the feel and fit of garments to be ‘as expected’. Along with end-users. bespoke consultants and tags carrying online portal details. It also shelved the plans of adding physical stores at more locations. ABC offers shirts and trousers in finest Indian. over a period of time the proportion of online orders started falling. Orders from end-users dropped sharply. However. and those from partner retailers reduced by more than half within two years of launch. Encouraged by this. E-Sales not able to relate with customer’s expectation of ‘feel and fit’ Disciplines: E-Commerce Industry: High Apparel Manufacturing and Luxury Retail. sourcing and retailing high-end luxury menswear (apparels and accessories). refined upper market segment. the company reduced its tangible display of options and started encouraging more retailers to use online module for customer servicing. Online orders reached to a level of around 70% of total sales. Issues: E-Commerce resulting in reduction of overall sales despite initial success for a year. The consumer base comprises well travelled. discerning. ABC has built strong customer confidence through its quality. services and fit understanding. Swiss and Sea Island cotton fabrics. both through its stores and partner retailers. It has presence across India through six dedicated stores and also through a chain of high-street retailers in major cities. many retailers also switched to online order modules (online shop in shop) within the portal. The range comprises more than 500 varieties. . ABC launched a detailed online sales portal that showcases a significant number of varieties and screens for customization for bespoke requirements. the company decided to enter e-tailing and worked on an elaborate online portal to cater to bespoke needs of its customers.

medical programs. 4: What measures should be taken to incorporate quality programs focusing on standardization of Hospital Systems? 5: How to increase revenue contribution from Diagnostics & Pharmacy? 6: Propose a marketing strategy for new service offerings. Issues that need to be addressed: 1: Briefly describe the methodology for problem identification and steps to priorities the complications. 2: Concise the overall strategy in terms of modification of service mix offering. The operators have future plans for facility expansion by means of developing a new building in the existing compound. Currently.g. o The hospital currently is underutilized and the occupancy levels are around 50% with annual revenues of around INR 20 crores including pharmacy.150-bedded multi-specialty corporate hospital located in Bandra (E).000 monthly o The efforts of the hospital to improve volumes are further impacted by issues related to quality of services and lack of defined operations & marketing strategy. o The hospitals is facing high attrition rate as it fails to retain the medical and non-medical workforce. close to Bandra Kurla Complex. the Hospital predominantly caters to the middle and lower middle class population. o Inappropriate medical programs and jumbled case mix is impacting the overall volumes of the hospital. OPD volumes ~1. o The hospital levies a 15% surcharge on the final bill excluding pharmacy and consumables. 3: Describe an appropriate Physician Engagement Model and Workforce retention strategy.450 vs.000. which are significantly lower than those seen in comparable hospitals. Lab volumes ~6500 vs. External Environment: The hospital has reasonably good infrastructure and a good location / approach road. Other than multispecialty OPD and IPD services. It has been no empanelment with Government undertakings. ~25. ~5. Mumbai. it also offers emergency care. The fundamental demand – supply and location factors are favorable and that the Hospital has a high potential to be able to achieve industry standard performance levels in terms of quality as well as financial outcomes. E. Currently there are 300 operational beds including ICU’s. The average operating margin of the hospital is 6% prior to the surcharge and 13% after considering the surcharge as compared to over 20% in comparable hospitals. . pricing and market positioning.Healthcare (TO10) Hospital Profile. Key Challenges: The hospital is undergoing a difficult financial situation with rigid labor demarcation. with regular expansion in coming years. thrust areas. The hospital was started in 1993.

physical and industrial infrastructure as well as good virtual connectivity. 3: Describe ways and means to achieve leaner and appropriate Human Resource structure across the organization 4: Elaborate on the organizational wide deployment of Quality operating system. Fast Food Restaurants. Breweries and Healthcare. functional guidelines. Jaipur being the state capital. Education. which acts as a major link in referral chain Developing medical equipment plan in accordance with client requirements for the proposed service offering Identifying appropriate medical equipment requirements in tune with the latest available technology. favorable demographics and location dynamics. medical programs. client specifications and financials Identifying and Sourcing vendors. robust and streamlined quality operating system in terms of process flows. Describe the appropriateness of having women & child setup in Jaipur and methods which can be used for measuring the demand 2: Elaborate on overall strategy in terms of service mix offering. The proposed birthing centre was tuned to the prevailing demand – supply statistics. projecting it to be a financially viable undertaking. thrust areas. Rajasthan has 33 administrative districts. Challenges:          Market is highly competitive with most of the hospitals providing multispecialty services People are associated with local General Practitioners . pricing and market positioning. External Environment They have planned to start a flagship hospital in Jaipur. It has business presence in countries across Asia and Africa.Healthcare TO11 Background: The Business house is well diversified into businesses ranging from Beverages. policies. forms and formats etc Identify and establish HIS compatible operating system Issues that need to be addressed 1. Hospitality. The Business house intends to form a chain of premium boutique maternity centers in Africa and India to start with. Jaipur has well-developed social. protocols. the total population of Jaipur is about 40+ Lakhs and the availability of Beds in Government Hospital is very less. who would technically and financially qualify for supplying the medical equipment. 5: Elaborate on factors which are to be considered while developing the Medical Technology plan and how it can be used as a differentiator . Moreover. Dairy Products. Ice Creams. making it conducive for private players to set up and operate businesses. devices and instruments Identify and establish requirements for Installation and commissioning of medical equipments Provisioning of leaner human resource structures for each department Developing most efficient. Briefly outline the challenges faced during implementation and strategies to overcome such challenges.