Jayakumar

Case Solution for Hindustan Unilever Ltd.: Creating Shared Value in a VUCA World
Complete Case details are given below :
Case Name :      Hindustan Unilever Ltd.: Creating Shared Value in a VUCA World
Authors :           Tulsi Jayakumar
Source :             Ivey Publishing
Case ID :            W13539
Discipline :        Strategy
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Hindustan Unilever Ltd. can trace its current-day profitable business operations in its Doom Dooma factory in the conflict-ridden northeastern state of Assam (India) to its proactive corporate responsibility initiatives since the start of its operations. A spurt in sales in the personal care segment has led the company to consider capacity expansion. The company needs to decide whether to continue to invest in Assam despite three challenges: operational risks posed by the area’s continuing insurgency, the possibility of labour disruptions and the imminent discontinuance of fiscal incentives.
 
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Case Solution for Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Complete Case details are given below :
Case Name :      Sudarshan Chemicals India: Crowd-sourcing for Corporate Sustainability
Authors :           Tulsi Jayakumar, Nilotpal Ray, Divya Mulanjar, Debopam Basu, Gayatri Patkar
Source :             Ivey Publishing
Case ID :            W14194
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Sudarshan Chemicals Industries is a top player in the Indian chemicals industry. This case traces the remodelling of its corporate social responsibility (CSR) initiative, both along scientific lines and aligned to its core business strategy. Faced with an informal and unstructured CSR initiative, the company uses an innovative method of problem-solving – crowd-sourcing ideas from a top business school in India. A team of students assesses the situation completely in order to make recommendations to the company’s top managers. The case details a process of scientific value-creation in CSR that can be adopted by companies as they make the transition from local to global.
 
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Case Solution for AirAsia India: Clash for the Indian Skies
Complete Case details are given below :
Case Name :      AirAsia India: Clash for the Indian Skies
Authors :           Tulsi Jayakumar
Source :             Ivey Publishing
Case ID :            W14454
Discipline :        General Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Armed with an air operator’s permit, Air Asia, a Malaysian low-cost carrier airline, is preparing to enter the Indian aviation market. AirAsia is known as an aggressive player globally. It plans to use aggressive pricing strategies to revolutionize air travel in India and gain competitive edge in the aviation market through highly competitive operational targets. How will AirAsia India’s entry and its aggressive pricing decisions work in the oligopolistic Indian aviation market? How will the barriers to entry affect its operational targets? Will its entry cause a clash in Indian skies and disrupt industry equilibrium? What strategies should AirAsia India pursue in such a market for long-term survival and growth?
 
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Case Solution for Prince Pipes and Fittings Pvt. Ltd., India
Complete Case details are given below :
Case Name :      Prince Pipes and Fittings Pvt. Ltd., India
Authors :           Tulsi Jayakumar
Source :             Ivey Publishing
Case ID :            W14519
Discipline :        General Management
Case Length :    13 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Prince Pipes and Fittings (Prince) – a family managed enterprise in the Indian PVC pipe industry – had not only navigated the 2008 Global financial crisis, a period when more than 1000 Indian pipe companies had shut down within 90 days, it had in fact used the crisis as an opportunity to successfully transition from an small and medium enterprise (SME) to a large enterprise through acquisitions. In 2013, the company faced a bleak macroeconomic environment of declining GDP growth rates, tight monetary conditions, a pessimistic industrial outlook, a depreciating rupee and rising crude prices. It also faced growing domestic competition. Would Prince be able to reach its goals for 2013/14?
 
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