{"title":"Value Creed: Emerging Technology and Digitalization Initiatives Create Post-pandemic Joyous Workplace","authors":"Tanushri Banerjee, Samridhi Soni","doi":"10.1177/25166042241242535","DOIUrl":"https://doi.org/10.1177/25166042241242535","url":null,"abstract":"In March 2020, Nitesh Raj, the Co-Founder and Managing Director of Value Creed, was keenly observing the changes around the world due to the COVID-19 pandemic. Small to mid-size companies such as Value Creed, with specialized offerings, faced a harder time retaining their employees and often lost them to bigger multinational companies. Value Creed’s core expertise lies in Information Technology Consulting, focusing on the energy trading and risk management)/commodity trading and risk management industry. During this tough period, Nitesh aimed to overcome challenges and achieve a future-ready workplace with low employee turnover, high retention and satisfaction. This case is in two parts: Part A describes the Dilemma of Nitesh Raj and Part B describes how emerging technology and digitalization initiatives have supported innovative HR strategic initiatives for introducing technology-driven employee welfare programmes focusing on managing the uncertainty after the COVID-19 pandemic, thus creating a workplace of joy.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"4 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140653326","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Redistar Versus Velocity","authors":"Sabeeha Fatma","doi":"10.1177/25166042241228363","DOIUrl":"https://doi.org/10.1177/25166042241228363","url":null,"abstract":"The case discusses the pitfalls of hasty decisions taken to achieve instant success. The case also highlights how unethical practices erode the image of the organization and sets in malicious culture. The Radiance Group, founded by Sarabhai Karmarkar (1930–2005), one of the largest private sector companies in India, with petroleum and energy as it core business, has always been an ambitious company. Sarabhai, the founder of the company, was a man of high aspirations. Since the very inception of the company, Radiance Industries Limited’s only vision was Profit Maximization. Sarabhai Karmarkar believed in utilitarian philosophy which preaches that end justifies the means. After the demise of Sarabhai, Vithalbhai Karmarkar, eldest son of Sarabhai, became the director of the company. He was an intelligent and sharp minded young man, full of new ideas and energy. He wanted to explore new ideas and diversify into new products and markets. In his haste to make Radiance grow exponentially, Vithalbhai committed many mistakes which proved to be fatal for the brand. The case discusses the setbacks that strategic myopia can lead to. The case further discusses the long-term damage that unethical means can cause. The case emphasizes upon the importance of ethical conduct for gaining customer’s loyalty and trust.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"41 28","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139961946","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Sustainable Luxury Fashion in India: A Case of Grassroot by Anita Dongre","authors":"Gufran Ahmad, S. K. Dubey","doi":"10.1177/25166042231220196","DOIUrl":"https://doi.org/10.1177/25166042231220196","url":null,"abstract":"The present case is based on an Indian fashion brand, ‘Grassroot by Anita Dongre’, focusing on sustainable luxury. Fashion designer, Anita Dongre, who is behind the brand, is helping to revive the old Indian art and crafts through its environment-friendly luxury offerings. The present study examine the issues that have aroused in sustainable luxury worldwide. It explores the various sustainable practices and challenges being face by Anita Dongre at her ‘Grassroot by Anita Dongre’ brand for inculcating sustainability. It also traverses the rise of Anita Dongre as one of the most premier fashion designer of India. The current case is an example of how and why Luxury brands should focus on sustainability as a key differentiating factor in an emerging economy like India. In future, we might come across laws and policies for the promotion and development of sustainable practices in the fashion industry, as India being the world’s largest producer of organic cotton has immense potential for future growth.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"91 15","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139440245","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Kia India: Foray Into Electric Passenger Vehicle Market","authors":"Jagandeep Singh","doi":"10.1177/25166042231202300","DOIUrl":"https://doi.org/10.1177/25166042231202300","url":null,"abstract":"Kia India, the wholly owned subsidiary of South Korea based Kia Corporation, was unquestionably a late entrant in the highly competitive Indian passenger vehicle (PV) industry. Its ingress was nonetheless well planned and its strategic initiatives were adeptly executed. A well-conceived product portfolio juxtaposed with an astute segmentation, targeting and positioning strategy enabled Kia India establish itself as an inspiring brand in a hyper competitive Indian automobile marketplace. Timely launch of trend-leading PVs formed part of Kia India’s growth story. Kia drove into the electric PV (E-PV) segment with the launch of EV6. Will the recent product launches enable Kia India add more superlatives to its name? Is there a need to revisit the product portfolio and analyse the status of different models that the company has hitherto launched in the country? How can Kia India continue its storied journey in India?","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"21 14","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138948475","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Should I Return or Not?","authors":"Mahak Manzoor, Saif Siddiqui","doi":"10.1177/25166042231209853","DOIUrl":"https://doi.org/10.1177/25166042231209853","url":null,"abstract":"Jammu and Kashmir, famous for its picturesque beauty, is one of the most attractive and welcoming tourist hubs in India. The tourism industry contributes significantly to Jammu and Kashmir’s GDP. In addition to its scenic beauty, this union territory is rebranding itself with adventure, horticulture, cultural, eco, film, rural, spiritual and golf tourism. Following an uncertain business environment, new policies are being framed which may enhance investments. The government has taken several initiatives to develop an ambience and new favourable infrastructure simultaneously. Now the challenge is to determine if an individual (here Mrs Fatima Wani, a Canada-based entrepreneur) should invest in the hotel industry of this union territory. Since she inherited an ancestral property recently, can she now consider taking up this venture as the laws and environment are favourable to her?","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":" 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"138960024","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The Curious Case of Nykaa’s Bonus Issue","authors":"Animesh Bhattacharjee","doi":"10.1177/25166042231203618","DOIUrl":"https://doi.org/10.1177/25166042231203618","url":null,"abstract":"Nykaa (FSN E-Commerce Ventures) distributed 2,373,563,075 bonus equity units of J 1 on 12 November 2022. With Nykaa’s 5:1 bonus issue, questions have been raised about alleged weak governance practises at the firm that went public in November 2021. The timing of this bonus issue created concerns about the company’s motives and suggested to the market that it was attempting to manipulate the stock price and prevent a potential sell-off as the market grew more wary of the business models of new-age companies. The case study queries whether the controversial bonus issue of Nykaa represented a failure in corporate governance.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"13 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-11-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139249722","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Carbon Is the New Black: A Case of EKI Energy Services Limited","authors":"Aniruddha Durafe, Swapnil Moyal, Simple Verma","doi":"10.1177/25166042231190501","DOIUrl":"https://doi.org/10.1177/25166042231190501","url":null,"abstract":"The case study titled ‘Carbon is the new black: A case of EKI Energy Services Limited’ showcases the phenomenal growth achieved by a young startup based in Indore promoted by a visionary entrepreneur Mr Manish Kumar Dabkara who had a vision and foresightedness to enter the Carbon Credit Market when no big player in the country was leaping in this field. The case study chronicles how EKI Energy Services Limited created a space for itself and has become a name to reckon within the Carbon Credit Market. The case study emphasizes the Initial Public Offer of EKI Energy Services and how it created a buzz in the stock market when its share price skyrocketed. The study also throws light on the international agreements on Carbon Credit trading mechanisms under the aegis of the United Nations viz. Kyoto Protocol and the Paris Convention. Further, the case study discusses opportunities and challenges, which lie ahead of EKI Energy Services Limited in the Carbon Credit Market.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"72 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135864775","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"BIRA 91: Where to Go from Here","authors":"Tripti Sahu, Lokesh Arora, Prakash Singh","doi":"10.1177/25166042231186671","DOIUrl":"https://doi.org/10.1177/25166042231186671","url":null,"abstract":"India claims the third position in the world alcohol industry and is an ₹ 35 billion ( https://www.craftdrinksindia.com/overview-of-indian-market ) industry in value terms. There were projections that the beer market of India would grow by 7.6% CAGR between the years 2018 and 2024 ( https://www.medium.com/marc-insights/alcohol-industry-in-india-b5f650853038 ). Basically, the Indian alcohol industry is divided into three parts: Homemade liquor, Indian Manufactured Foreign Liquor (IMFL), and Beer. India has a large market for whiskey, but the beer had never been a choice of strong alcoholic lovers. In the given market situation, Bira 91 crafted beer was launched in the year 2015 (under the registered company name B9). In a short span of two years, the company saw unprecedented growth in its product demand (doubling every month). Bira 91 claimed a 4.5% market share in the year 2017 and eyed up to ₹ 6.14 billion sales in the year 2018. In the COVID-19 pandemic year 2020–2021, when the entire industry was facing a crisis, Bira 91 managed to keep its brand intact and started to diverse into various other beverages. Having not achieved its break-even point, Bira91 had tall plans of becoming a market leader by the year 2024. With a stronghold on consumer’s choices and requirements, Bira 91 was quite sure of achieving its goals of market expansion in India and globally. It is indispensable for budding managers and entrepreneurs to understand the expansion recipe adopted by a start-up company to quickly and successfully take over the market. The present case proposes to set a platform to analyse the opportunities available for expansion by a young start-up company to capture a big pie of the market.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"48 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136061353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"ALBAIK Restaurant: International Expansion to United Arab Emirates","authors":"Jalal Rajeh Hanaysha, Lana Omar Hasouneh","doi":"10.1177/25166042231185729","DOIUrl":"https://doi.org/10.1177/25166042231185729","url":null,"abstract":"ALBAIK is one of the leading fast-food brands that has been known for its high-quality food offered at affordable prices in a courtesy and inviting environment. The story of ALBAIK restaurant started in 1974 in the city of Jeddah in Saudi Arabia, and recently, it has been able to achieve international expansion in other countries, including the United Arab Emirates (UAE) and Bahrain. This case study presents about the success story of ALBAIK restaurant in relation to its expansion in the UAE. Specifically, it focuses on the entry mode used by ALBAIK as well as the benefits from expansion to UAE market. Also, comprehensive analysis about the political, economic, cultural, technological and legal environment of UAE, which would have significant implications on doing business in the country are presented. Finally, the case study aims to enrich our understanding about the fast-food industry in UAE as well as the contributions of ALBAIK to CSR, which have enabled it to position itself as a market leader in the industry.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"181 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135063407","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Venezuela: Escaping the Resource Curse","authors":"Rima Mondal, Shweta Bahl","doi":"10.1177/25166042231186352","DOIUrl":"https://doi.org/10.1177/25166042231186352","url":null,"abstract":"As Juan Guaido inherited a debt and poverty-stricken economy characterized by hyperinflation as an ‘interim President’, the fear of his removal and dissolution of the Government engulfed him. He was worried about rising inflation, mismanagement of natural assets, rising fiscal debt, unemployment and poverty. He knew that the socialist policies adopted under the leadership of Chavez and Maduro had benefitted the citizens only for a brief period but had been the primary reason for the economy’s slowdown in the last decade. The economy underwent long periods of hyperinflation amounting to 130,060%, which has rarely been observed in any country worldwide ( Exhibit 1 , Exhibit 3 ). Venezuela is a classic case of a ‘petrostate’ exhibiting the characteristics of a ‘resource curse’. The expansionary fiscal policies, a large share of the government sector, subsidies, price controls, a ban on the private sector and erratic monetary policies contributed to the economic and political crisis. Juan knew the economy was bleeding, and almost seven million Venezuelans still fell into extreme poverty. He thought adopting a contractionary fiscal policy would increase unemployment, and many more would fall under the poverty line. On the other hand, expansionary monetary policy will further increase inflationary pressure. While sitting in his office, Juan thought, ‘Shall I go for a stringent tax policy to increase the government revenue or adopt the dollar as an official currency for curbing inflation?’","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"352 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135154315","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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