Adhikari

Case Solution for UTV and Disney: A Strategic Alliance (A)

Complete Case details are given below :

Case Name : UTV and Disney: A Strategic Alliance (A)

Authors : Atanu Adhikari, Rama Deshmukh

Source : Ivey Publishing

Case ID : 910M43

Discipline : General Management

Case Length : 20 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

The case describes the dilemma faced by the senior vice-president of business development and strategy when deciding in 2006 whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it meant selling Hungama TV, the leading children’s channel in India, to Disney. UTV was one of the large media companies in India and had diversified interests, including TV content, movies, animation and new media content. Although UTV had opened operations in the United States, the United Kingdom and other countries two years before, its international presence was limited. The CEO of UTV wanted UTV’s business to increase from Rs2 billion to Rs5 billion by 2008 and to Rs10 billion by 2010. This seemed possible if UTV went ahead with a strategic alliance with Disney. UTV anticipated that an alliance with Disney in India would help it increase its business in all other verticals globally. On the other hand, Disney, a large multinational, had several records of acquisition. The vice-president of UTV was concerned that Disney’s interest in a strategic alliance could be part of a long-term plan to acquire the company and benefit from its profitable business. Since UTV had established itself in the Indian media industry over the last 15 years, it could collaborate with different companies through its various verticals, thereby reducing the threat of losing its identity.<br><br>The case achieves the following learning objectives: 1) to explore various possibilities of strategic alliances with multinationals in order to expand business when it means selling off one part of the business toa multinational; 2) to assess the costs and benefits associated with cross-border mergers involving acquisitions of one part of the business and alliances in another part; 3) to identify business opportunities while integrating with a foreign entity; 4) to come up with “win-win” strategies that encompass multiple stakeholders of a business.

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Case Solution for Orchid Ecotel: Leveraging Green Hoteling as Core Competency

Complete Case details are given below :

Case Name : Orchid Ecotel: Leveraging Green Hoteling as Core Competency

Authors : Rama Deshmukh, Atanu Adhikari

Source : Ivey Publishing

Case ID : W11394

Discipline : Marketing

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Vithal Kamat (CMD, Kamat Hotels India Ltd.) is a second generation entrepreneur who has taken the Kamat Hotels brand to new heights. A small restaurant chain was transformed into a full-fledged hospitality services group under his leadership. Kamat Hotels (India) Ltd. included five major verticals from five-star luxury hotels (The Orchid Ecotel) to economy restaurants (namely Kamat Restaurants) that catered to the different customer segments. Kamat had ambitious plans for the expansion of every vertical using alternative growth strategies. However, the recent economic slump had caused a sudden setback due to the fall in average room occupancy and competing room-tariff rates offered by other hotels. In such a tumultuous situation, Kamat planned to use the core competency of the hotel as an ‘ecotel,’ that is, an environment friendly hotel, to go in for corporate branding and lever its position in the market. The case illustrates the challenges faced by Kamat in extending the core competency of ‘The Orchid’ to its other verticals. The Orchid had performed better than the industry average until 2008. However, in 2009, the performance dipped, partly because of the economic recession. This prompted the board members of the company to decide on extending the core competency of the ecologically sustainable hotel into other verticals. However, this decision had to be considered carefully in the light of its impact on ‘The Orchid’ as well as on the other verticals. What are the challenges that will be faced while extending the core competency of ‘ecoteling’ to the other verticals? There were numerous related issues that needed to be addressed strategically as well as tactically, in order to maintain a balance between extending the core competencies across the verticals while extending the brand per se.

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Case Solution for COMPFED: The Dairy Cooperative Distribution System

Complete Case details are given below :

Case Name : COMPFED: The Dairy Cooperative Distribution System

Authors : Atanu Adhikari, Subhash Jha

Source : Ivey Publishing

Case ID : W11822

Discipline : Marketing

Case Length : 19 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

Bihar State Milk Cooperative Federation (COMPFED) had been marketing its milk and milk related products under the brand name of Sudha in the Bihar and Jharkhand regions of India for three decades. They operated through six unions and two dairies to process the milk collected from nearly 4,000 village level cooperatives. On the surface, COMPFED appeared to have a competitive advantage for its supply of milk since it maintained the largest network for milk procurement, which spanned a wide geography over these two regions and was unmatched by its competitors. However, due to various environmental forces, the ability to procure an adequate supply had diminished in the last two years, which negatively affected the overall profitability of the organization.The marketing manager of COMPFED had been facing a difficult challenge in serving the growing demand and maintaining profitability. Since he operated in an industry with high fixed costs, the declining supply of milk procurement meant lower sales. As a result, there was no opportunity to significantly lower operating costs to match the limited supply.The marketing manager thought of two reasons present in the external environment that contributed to this situation. First, a series of incessant floods had caused damages to grazing land and livestock operations in many of the villages that were the source for milk. Additionally, private players were disrupting the supply chain by offering short term higher payments to some suppliers/farmers on a case by case basis. These players did not face the same regulatory and hygienic guidelines that COMPFED did and operated outside the normal infrastructure. His options included two very different alternatives; trying to work with these agents or securing a process to minimize or eradicate their activities.

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Case Solution for ideaForge: Mechanical Charger

Complete Case details are given below :

Case Name : ideaForge: Mechanical Charger

Authors : Atanu Adhikari, Rama Deshmukh

Source : Ivey Publishing

Case ID : W12169

Discipline : Marketing

Case Length : 17 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

In an era of ever-changing technology, the challenge for a social entrepreneur is to cope with the fast pace of change. With a concern for the environment and energy conservation, the entrepreneur in this case became an entrepreneur with the development of a new product – a mechanical charger. His company, ideaForge, manufactured and sold two types of products: mechanical chargers and other conventional chargers such as bike chargers. The mechanical charger, an innovation of ideaForge, was a product that could produce electricity through mechanical operation. The sales of other conventional chargers were increasing, while the sales of mechanical chargers were decreasing. The company faced two major challenges while running the business: how to market this innovative product to customers used to traditional mobile phone chargers, and whether the company should increase the product range or concentrate on existing products. The decision that had to be made was whether to sell only through distribution channels or through a sales force, or both. The young entrepreneur, along with his two cofounders, also had to make decisions on how to position and price their products in the market. With a changing market scenario, several initiatives and calculated risks would have to be taken if they wanted to develop new product offerings, such as laptop chargers and bicycle chargers, both of which would mean diversifying the business.

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Case Solution for Indraprastha Cold Storage Ltd: Value Added Strategy in an Emerging Market

Complete Case details are given below :

Case Name : Indraprastha Cold Storage Ltd: Value Added Strategy in an Emerging Market

Authors : S. P. Raj, Atanu Adhikari

Source : Ivey Publishing

Case ID : W12470

Discipline : Marketing

Case Length : 18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

Description for case is given below :

This case examines the business strategies available to an Indian company, Indraprastha Cold Storage Ltd. (IPCSL). It has made substantial investments in upgrading its existing cold storage to differentiate itself from the competition based on the premise that by providing superior product quality, it could charge a premium for its value added cold storage service. However, competitors lowered their rates in an attempt to capture even more customers, and IPCSL was concerned about the long-term viability of the business. It must decide on a course of action, taking into consideration the constraints of growing, transporting, storing and selling fruit in India; the asymmetry in price information available to growers and commission agents in the market, coupled with the old-fashioned way of doing business through open and closed auctions; and the costs and benefits of vertical integration between grower and IPCSL.

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