Mishra

Case Solution for Flex Industries Limited

Complete Case details are given below :

Case Name :      Flex Industries Limited
Authors :           Mohammed Akbar, Anurag Mishra
Source :             Ivey Publishing
Case ID :            907M76
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
On November 8, 2001, the entrepreneurial owner of Flex Industries, a leading Indian firm in the flexible packaging industry, was accused of bribing the central excise commissioner in a case of evasion of excise duties. Excise duty is levied under the federal structure of the Indian taxation system on the production and manufacture of goods. Excise duty liability arises immediately on the movement of goods from the plant gate. Evasion of excise duty is a cognizable offence and carries severe penalties that can adversely affect the management of the company. The owner of Flex Industries, was an experienced professional recognized for his important contribution in revolutionizing the flexible packaging industry in India. However, the incident dented his long-standing record. Meanwhile, other controversies surfaced while the case was under disposition in the courts. The ensuing period gave an impression that there were other suspect events related to its governance that Flex Industries could have done without. However, the final verdict announced by the courts found the owner not guilty. The events were significant in the evolution of Flex Industries, which was strongly positioned in the flexible packaging industry. However, the market reaction to the news of the arrest of Flex Industries’ owner was very different from the news of his exoneration. This case demonstrates the impact of market disciplining forces and the premium stockholder’s place on good governance.
 
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Case Solution for ABC Energy Limited: Culture and Formalization
Complete Case details are given below :
Case Name :      ABC Energy Limited: Culture and Formalization
Authors :           Pavitra Mishra, Rajen Gupta
Source :             Ivey Publishing
Case ID :            W11041
Discipline :        Entrepreneurship
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
In September 2007, MNP Finance Limited joined ABCEL as an equity partner. In 2010, ABCEL operated in power generation and had plans to diversify into transmission and distribution. It aspired to be a world-class energy company with operations in India and neighbouring countries. Over the last few years, ABCEL had grown by investing in greenfield projects and by acquiring existing operations. The promoters of ABCEL had set a target of achieving a project portfolio of 30,000 MW by 2015, with the current portfolio being 8,655 MW. The chief executive officer of ABCEL wanted to discuss the following issues at the board meeting on July 31, 2010, with regard to the opportunities and challenges in the growing market: 1) the key organizational needs ABCEL might face in achieving its target by 2015 2) the present culture of ABCEL 3) the relationship between the culture and extent of formalization and hence the ramp-up of formalization ABCEL might require, and 4) the method of introducing this formalization.
 
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Case Solution for Work from Home: Curse or Boon?
Complete Case details are given below :
Case Name :      Work from Home: Curse or Boon?
Authors :           Ashok K. Mishra, Sangeeta Shah Bharadwaj
Source :             Ivey Publishing
Case ID :            W13168
Discipline :        General Management
Case Length :    14 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
KSOIL has a project that bills customers on units of documents delivered. The productivity of employees is evaluated on the same basis. The output of the home-based team has increased two to three times compared to its previous office-based performance. As a result, the rewards and compensation for the home-based team have doubled compared to office-based employees. The head of HR is convinced home-based workers are using unfair means to achieve such high output. She is against the decision of the project manager to increase the size of the home-based team. She believes this will only increase the unrest among office-based workers. The general manager needs to make a decision soon, while keeping in mind the profitability, employee welfare and ethics of the firm.
 
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Case Solution for Motivated Reasoning, Leadership and Team Performance
Complete Case details are given below :
Case Name :      Motivated Reasoning, Leadership and Team Performance
Authors :           Syed Salman Ahmad, Sheetanshu Mishra, Santosh Kumar
Source :             Ivey Publishing
Case ID :            W13185
Discipline :        General Management
Case Length :    07 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team’s learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team’s performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation – Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team’s functioning.
 
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Case Solution for Stag International: Strategic Dilemmas of a Growing Family Owned Indian Business
Complete Case details are given below :
Case Name :      Stag International: Strategic Dilemmas of a Growing Family Owned Indian Business
Authors :           Sanjay Goyal, Harsh W. Mishra
Source :             Ivey Publishing
Case ID :            W13424
Discipline :        General Management
Case Length :    10 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The chairman of Stag International faced a number of challenges. As the number one table tennis brand in India and one of the top five companies globally, Stag could go after market share, diversify into domestic distribution, do both or just sit tight. The chairman also needed to set the business up for the fourth generation to step in and drive the family-owned business forward. The dilemmas he faced were defining the strategic intent, strategic choices and resourcing for the business as it entered its 90th year of existence as a leading manufacturer and exporter of sports goods in India.
 
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Case Solution for Litehouse Foods: The Glass Dilemma
Complete Case details are given below :
Case Name :      Litehouse Foods: The Glass Dilemma
Authors :           John J. Lawrence, Anubha Mishra, Marie Pengilly
Source :             North American Case Research Association (NACRA)
Case ID :            NA0288
Discipline :        Marketing
Case Length :    20 pages
Solution sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
This case focuses on whether Litehouse Foods should switch its signature creamy salad dressings from glass to plastic packaging. The central figure in the case is Doug Hawkins Jr., the company’s Senior Business Development Manager (Marketing lead). The company, which is one of three major players nationally in the refrigerated salad dressing market, has been selling its dressings in glass jars for 50 years, and these glass jars are considered an important element in how consumers think about the Litehouse brand. Two of Litehouse Foods’ competitors have recently switched to plastic, however, and this has helped them achieve a significant price advantage over Litehouse at retail. Switching to plastic jars would save Litehouse $1.5 million/year and allow it to narrow the price advantage opened up by competitors. Doug must develop a recommendation to the company’s executive committee that considers the cost savings potential of plastic against the value of the glass packaging to the brand. Complicating this decision are the environmental implications of a switch from glass to plastic, both real and perceived, as well as how a change at this time would mesh with the company’s recently launched growth strategy.

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