Emerging Economies Cases Journal最新文献

{"title":"Dynamic Dalmia: Can They Do it Again?","authors":"Rohit Kumar, A. Shukla","doi":"10.1177/2516604220928787","DOIUrl":"https://doi.org/10.1177/2516604220928787","url":null,"abstract":"This case study is about Dalmia Cement which is one of the oldest cement companies in India, established in the year 1939. In early 2000s, the company started its journey of aggressive growth under the leadership of young promoter-cum-managing director. The company has been one of the best performing companies in Indias in the last decade and being valued as one of the most valuable scrips of the stock market. The company has grown organically as well as inorganically by meticulously executing strategies of mergers and acquisitions and forging strategic alliances to spur the growth. While the company has a clear growth strategy for the future, it needs to find ways of going forward to ensure it traverses on the same growth path as it has done before.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"162 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124542532","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":"Monetary Policy Shocks and Macroeconomic Fundamentals in South Africa","authors":"O. Adelakun, K. Yousfi","doi":"10.1177/2516604220919117","DOIUrl":"https://doi.org/10.1177/2516604220919117","url":null,"abstract":"This South African case study controls for the fiscal side of the economy using government borrowing as a potential accelerator of asymmetry in a monetary function that follows Taylor’s rule. Through the linear and non-linear ARDL framework, we find significant asymmetry effects of monetary policy on output and inflation, respectively. We also find government borrowing as an important underlying source of asymmetries in the response of macroeconomic fundamentals to monetary policy shocks in South Africa. Thus, we recommend that monetary authorities consider not only the effectiveness or otherwise of monetary policy instruments to affect the target policy goals, but also the fact that not all the target variables react in a similar way to expansionary and contractionary monetary policy shocks.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125218369","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":"Larsen & Toubro Infotech’s Hostile Bid for Mindtree Ltd.: Much Ado About Nothing! A Teaching Case","authors":"Janki Mistry","doi":"10.1177/2516604220920753","DOIUrl":"https://doi.org/10.1177/2516604220920753","url":null,"abstract":"This article tries to understand and analyse the recent acquisition of Mindtree Ltd. by the corporate conglomerate giant Larsen & Toubro (L&T). L&T Infotech (LTI), which looks after the information technology (IT) business of the L&T group made a hostile bid for Mindtree Ltd., one of India’s leading and fastest growing infotech companies in March 2019. The case goes on to analyse the deal and delves into the reasons for the deal turning hostile. The objective of the case study is to understand the concept of hostile takeovers and the business environment that augur acquisitions. The second part of the article tries to focus on anti-takeover tactics, which the company adopts to avoid the takeover attempt. Here, Mindtree’s decision of share buyback, immediately after L&T’s bid, has been examined. Two perspectives have been studied here—one from the point of view of the promoters of Mindtree, and the other from the point of view of investors. There have been certain very interesting and jocular exchanges of words between the promoters of Mindtree and LTI1 during the whole phase of takeover, which put the focus on the human element in acquisitions. The business environment and industry analysis have been conducted to understand the nature and circumstances of the deal. Legalities of the acquisition and dominant player misuse have also been examined. LTI’s take on the acquisition was very clear. For them, it was a pure business deal. They were on the path for fast growth, which Mindtree would help them achieve. Certain sectors such as Retail, Consumer Packaged goods, Media and Technology are underachieved for LTI where Mindtree has a formidable presence. Mindtree would help LTI explore geographies in Europe that so far were unexplored. However, for the promoters of Mindtree, this bid for takeover became an emotional issue. It all started when one of the non-executive directors of Mindtree itself—V. G. Siddharth—came up to LTI and offered his shareholding of 21 per cent in Mindtree. LTI grabbed this offer and went on to announce that it would acquire a total of about 60 per cent in the company, which made the other promoters very uncomfortable. There was a lot of resistance from some of the Mindtree promoters, and certain hasty announcements and statements in the media were also made. This interesting interlude between the two companies brought a lot of attention to the acquisition and left the investors in a state of confusion. The main objective of the case will be to analyse and teach the different corporate actions which took place and the strategic decisions that were taken during the entire interaction between the two companies. This case would address teaching objectives for the topics such as hostile takeovers; share buybacks as a new approach to anti-takeover defence; political, legal and industrial analysis relevant to corporate restructuring decisions; and Hubris and Managerialism. A separate teaching perspective on Corporate Business Commun","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"63 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126713231","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":"Indian Society of Agribusiness Professionals: Helping Agripreneurs Innovate","authors":"M. Brahma, Shiv S. Tripathi","doi":"10.1177/2516604220920752","DOIUrl":"https://doi.org/10.1177/2516604220920752","url":null,"abstract":"The Indian Society of Agribusiness Professionals (ISAP) was a non-government, non-profit organization that had been working for sustainable livelihood in rural India. Indian farmers had several challenges: Poverty, illiteracy, small land holdings, inadequate access to clean water and hygiene, lack of quality seeds and fertilizers, inefficient marketing channels and corrupt middle-men, and little exposure to modern methods of farming, technology and communication. ISAP created a network of agricultural scientists, farmers, producers and government agencies, to facilitate an exchange of knowledge and resources. It ran skill development programs, entrepreneurship programs and used mobile apps, community radio to generate awareness in the farmers and provide them the necessary support through its network to help the agripreneurs in their innovations. The case showcases some innovations by these agripreneurs and how ISAP helped them achieve their objectives.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-05-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129617339","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":"Foreword from the Editor in Chief","authors":"Dheeraj Sharma","doi":"10.1177/2516604219896483","DOIUrl":"https://doi.org/10.1177/2516604219896483","url":null,"abstract":"","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"17 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126149911","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":"JagRover","authors":"D. Bhattacharjee","doi":"10.1177/2516604219890983","DOIUrl":"https://doi.org/10.1177/2516604219890983","url":null,"abstract":"Abstract The case is about the dilemma faced by Mr. Keith Gregor, MD of JagRover Warehouse Operations when he realizes that the technology which they are using is soon going to get obsolete. Currently, the warehouse operation is supported by SAP Warehouse Management System which is going to get obsolete in few years according to the product roadmap of SAP. SAP has introduced a new product known as the extended warehouse management system which is embedded in their suite for High Performance Analytic Appliance (HANA) product. This would mean changes for the warehouse operations, not only in terms of the product but also changing their current database management system. These changes will have huge cost implications. Mr. Keith Gregor is under the dilemma whether to invest on the new product or look for some other options. Cost and analytical abilities are the two heads which will majorly drive his investment decision.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128321600","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":"Asian Paints: Towards a Lustrous HR Future","authors":"Akanksha Jaiswal, Richa Pande, K. Deshpande, Sabhanathan S.","doi":"10.1177/2516604219884212","DOIUrl":"https://doi.org/10.1177/2516604219884212","url":null,"abstract":"Abstract The case narrates the story of Asian Paints, an Indian organization operating in the paint industry. Although best practices were an integral part of Asian Paints from its inception, a shared language for all people decisions and processes was felt necessitated. The objective of this case is to highlight Asian Paints management’s need to professionalize the human resource (HR) processes and practices and strategize towards building the leadership pipeline. The case describes Asian Paints’ leadership competency framework (LCF) and examines its purpose of becoming a common language across all HR processes in the organization. This LCF not only addressed the existing business exigencies but also imbibed the culture on which Asian Paints was fabricated, thus, providing shared principles for all employee-related processes. Key people practices at Asian Paints are encapsulated in the competency framework which not only guides its own leaders but also serves as a benchmark for other organizations.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133157681","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":"Kooda Collection Ltd: Systematic Garbage Collection in India","authors":"S. Dash, Ramashankar Yadav, M. Gupta, P. Rathi","doi":"10.1177/2516604219892080","DOIUrl":"https://doi.org/10.1177/2516604219892080","url":null,"abstract":"Abstract Founded by Mr. Rawal, Kooda Collection Ltd. was started in 2010 to collect waste paper from Vadodara. In contrast to the traditional operating model, where there were 4–7 intermediaries between the suppliers (households) and paper mills, Kooda Collection Ltd.’s operating model consists of being the sole intermediary between the suppliers and buyers. The firm had captured 20 percent of the market in Vadodara and was now eyeing expansion opportunities in other cities in Gujarat. Two possible options are Surat and Ahmedabad, both of which have a larger supplier base than Vadodara. Surat and Ahmedabad have large industrial bases and that is another potential source of raw material. Some of the questions on which the firm needs to take a decision are: city selected for expansion, operational challenges, supplier base to be targeted and mode of financing for expansion. The firm also has to decide whether to open a branch in the new city or run it from Vadodara.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"GE-22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126564496","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":"LokSuvidha, Converting Non-customers to Customers: The Saga of Organizational Growth Through Technology","authors":"S. Bhattacharyya","doi":"10.1177/2516604219893519","DOIUrl":"https://doi.org/10.1177/2516604219893519","url":null,"abstract":"Abstract Emerging economies like India has been characterized with a substantial ‘bottom of the pyramid’ (BOP) population. BOP has also been one of the most promising market segments for business growth. Firms serving specifically the BOP customer segment was thus engaged in serving a social cause as well because BOP consumers (a weaker segment of society) got benefited because of their consumption of products or services offered by the business firm. In India, a large section of BOP customers who were economically progressing and becoming the new middle class used two-wheeler automobile to commute for personal as well as business needs. Two-wheeler automobile was lifeline for millions of rural and urban Indians. Two-wheelers were used for both consumptions as well as asset building purposes by Indian consumers. Affordability of two-wheeler had been a big challenge for this section of society. Borrowing from Indian credit institutions has been a very potent method towards owning two-wheelers for this segment. There was a section of BOP customers who were beyond the umbrella of the traditional Indian banking and financial sector. Since the decade of mid-2010s, the Government of India had been working hard to include this part of society into the banking system and had floated multiple social schemes to achieve banking inclusion. LokSuvidha, an Indian financial services start-up was founded by Mr Nimish Laddhad and Mr Kamlesh Laddhad. LokSuvidha developed an unique business model for providing credit to this part of society. LokSuvidha had also deployed cutting-edge technology solutions to build a scalable, profitable working model. However, the founders of LokSuvidha were in a dilemma regarding whether to expand LokSuvidha further in scale or scope or to concentrate only in the extant market base of its operations. This decision was paramount for the founders to be answered to shape the future of LokSuvidha in terms of both market reach and organizational span.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132488165","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":"Rebranding of NewsHunt to Dailyhunt: Dilemma of Future Direction","authors":"Bikramjit Rishi, Archit Kacker, Syamantak Hazra","doi":"10.1177/2516604219887634","DOIUrl":"https://doi.org/10.1177/2516604219887634","url":null,"abstract":"Abstract Dailyhunt’s road to the number one regional language news aggregator in India had been a long and momentous one. Virendra Gupta, CEO and founder of Dailyhunt had seen the landscape undergo multiple changes and had to adapt his company to these changes through the use of analytics and strategic partnerships with content publishers. With the rapid penetration of internet usage in India, the new users of the internet were largely expected to be individuals who would be more comfortable consuming digital content in their native language. The potential this segment held was immense and Dailyhunt was in the driver’s seat in terms of providing a personalized content stream and the large existing user base on its platform. However, with foreign investment pouring in for various new start-ups and the entry of several companies in to the segment, the challenges were set to increase, and Virendra Gupta had to decide what future strategies could help his company stand strong amidst the competition.","PeriodicalId":297054,"journal":{"name":"Emerging Economies Cases Journal","volume":"64 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-12-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121898351","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}