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Case Studies by Indira Pant

12 case studies

by Publication Date
published: 24 Nov 2014

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Abstract:
"Being a Change Agent" is a three-part case series set in a rural district of Assam in India. It describes the efforts made by Kuladhar Saikia, Deputy Inspector General of Police in the early 2000s, to tackle witchcraft-related crimes that were prevalent in this isolated and economically backward part of the country.

Pedagogical Objectives:
This is a case about implementing change with a focus on the role of change leaders in the process. It highlights the leader's role in setting a strategic direction, communicating it well, and influencing others to put their efforts behind the change especially in a context with limited resources and no visible sense of urgency.

Keywords:
Change Management, Responsible Leadership, Government Sector, Role of Change Agents, India

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published: 24 Nov 2014

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Abstract:
"Being a Change Agent" is a three-part case series set in a rural district of Assam in India. It describes the efforts made by Kuladhar Saikia, Deputy Inspector General of Police in the early 2000s, to tackle witchcraft-related crimes that were prevalent in this isolated and economically backward part of the country.

Pedagogical Objectives:
This is a case about implementing change with a focus on the role of change leaders in the process. It highlights the leader's role in setting a strategic direction, communicating it well, and influencing others to put their efforts behind the change especially in a context with limited resources and no visible sense of urgency.

Keywords:
Change Management, Responsible Leadership, Government Sector, Role of Change Agents, India

Related:

published: 24 Nov 2014

Show details ...

Abstract:
"Being a Change Agent" is a three-part case series set in a rural district of Assam in India. It describes the efforts made by Kuladhar Saikia, Deputy Inspector General of Police in the early 2000s, to tackle witchcraft-related crimes that were prevalent in this isolated and economically backward part of the country.

Pedagogical Objectives:
This is a case about implementing change with a focus on the role of change leaders in the process. It highlights the leader's role in setting a strategic direction, communicating it well, and influencing others to put their efforts behind the change especially in a context with limited resources and no visible sense of urgency.

Keywords:
Change Management, Responsible Leadership, Government Sector, Role of Change Agents, India

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published: 23 Jun 2014

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Abstract:
Eastern Condiments is a three-part case focused on the challenge of distributing spices in Southern India from 2008-2012. Case (A) describes the strategy and tactics that enabled Eastern Condiments to swiftly dominate the local market in Kerala by 2008, yet had poor results in the adjoining state of Karnataka in 2009-2012. Case (B) describes the new strategy to revive business in Karnataka and its consequences. When the market in Kerala starts to stagnate, it also has to revise strategy in its home market.

Pedagogical Objectives:
(i) Heighten understanding of the relationship between customer insight, market characteristics and a firm’s channel design and distribution model. (ii) Illustrate the fundamentals of channel design and execution: mapping channel functions and flows to the firm’s go-to-market strategy. (iii) Reinforce the importance of alignment of all elements of sales strategy (i.e., sales role design, hiring, training, motivation, evaluation and compensation), and (iv) The adaptation of the firm’s salesforce control system to the local market context.

Keywords:
Marketing, Distribution Channels, Salesforce Management, Salesforce Control Systems, India, Entrepreneurship, Developing Markets, Strategy

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published: 23 Jun 2014

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Abstract:
Eastern Condiments is a three-part case focused on the challenge of distributing spices in Southern India from 2008-2012. Case (A) describes the strategy and tactics that enabled Eastern Condiments to swiftly dominate the local market in Kerala by 2008, yet had poor results in the adjoining state of Karnataka in 2009-2012. Case (B) describes the new strategy to revive business in Karnataka and its consequences. When the market in Kerala starts to stagnate, it also has to revise strategy in its home market.

Pedagogical Objectives:
Teaching Objectives (50 words) (i) Heighten understanding of the relationship between customer insight, market characteristics and a firm’s channel design and distribution model. (ii) Illustrate the fundamentals of channel design and execution: mapping channel functions and flows to the firm’s go-to-market strategy. (iii) Reinforce the importance of alignment of all elements of sales strategy (i.e., sales role design, hiring, training, motivation, evaluation and compensation), and (iv) The adaptation of the firm’s salesforce control system to the local market context.

Keywords:
Marketing, Distribution Channels, Salesforce Management, Salesforce Control Systems, India, Entrepreneurship, Developing Markets, Strategy

Related:

published: 23 Jun 2014

Show details ...

Abstract:
Eastern Condiments is a three-part case focused on the challenge of distributing spices in Southern India from 2008-2012. Case (A) describes the strategy and tactics that enabled Eastern Condiments to swiftly dominate the local market in Kerala by 2008, yet had poor results in the adjoining state of Karnataka in 2009-2012. Case (B) describes the new strategy to revive business in Karnataka and its consequences. When the market in Kerala starts to stagnate, it also has to revise strategy in its home market.

Pedagogical Objectives:
Teaching Objectives (50 words) (i) Heighten understanding of the relationship between customer insight, market characteristics and a firm’s channel design and distribution model. (ii) Illustrate the fundamentals of channel design and execution: mapping channel functions and flows to the firm’s go-to-market strategy. (iii) Reinforce the importance of alignment of all elements of sales strategy (i.e., sales role design, hiring, training, motivation, evaluation and compensation), and (iv) The adaptation of the firm’s salesforce control system to the local market context.

Keywords:
Marketing, Distribution Channels, Salesforce Management, Salesforce Control Systems, India, Entrepreneurship, Developing Markets, Strategy

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published: 27 May 2013

  • Topic: Leadership & Organisations
  • Industry: Diamond Industry
  • Region: Asia

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Abstract:
This case traces the evolution of the personal networks of Russell Mehta, CEO of Rosy Blue, as he steps out of his father's shadow to run one of the largest diamond companies in the world. His challenge is to adapt his personal networks to drive his organization's success.

Pedagogical Objectives:
Leaders need to manage their personal networks in order to accomplish key tasks and lead strategic change in their organizations. This case sets the stage for how senior executives develop and deploy personal networks, describes the networking style on which they are based , and identifies strategies and tactics to make them a effective mechanism to drive organizational success.

Keywords:
Networking, Social Capital, Diamond Industry, India, Family Business, Entrepreneurship, Networking Styles, Personal Networks

published: 28 Sep 2011

  • Topic: Strategy
  • Industry: Agribusiness
  • Region: Other Regions

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Abstract:
The case tracks Singapore-based Olam's development, from exporting cotton products from Nigeria mainly to India in 1989 to becoming a leading global agribusiness supply chain manager in 2010, spanning 20 agricultural products, 60 countries and over 10,000 customers. It ends by considering the acquisition of plantations and farms.

Pedagogical Objectives:
The case considers the development of a corporate strategy through growth and diversification vertically along the value chain and horizontally across related product lines, first organic and then by M and A. Building on this, the case raises the challenge of M and A that substantially extends the scope.

Keywords:
Growth, Diversification, Synergies, Multinational, M and A, Emerging Markets, Agribusiness, Food

published: 29 May 2009

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Abstract:
The Essilor Korea case series focuses on the efforts of Stephen Shawler as he attempts to build a world-class joint venture between French-based Essilor and its Korean partner, Samyung Trading. Facing huge cultural barriers and partner relationship issues, Shawler must determine the targets and tactics of several change initiatives. Each of the (A), (B) and (C) cases deals with a different set of decisions for Shawler; the (D) case provides a summary of final observations.

Pedagogical Objectives:
The Essilor case series provides a rich vehicle for discussing the leadership of change. Issues include determining strategy, staffing, cross-cultural management, building organisational competencies, and determining communications strategy. Given the range of challenges presented, the case series can be used in a comprehensive one half-day session in an executive programme or across four shorter MBA sessions on leading change. Alternatively, the Essilor case series can be used in a course on the challenges of managing international joint ventures.

Keywords:
Change Management, Communication, Leadership, Joint Venture, Cross Cultural Management, Korean Management

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published: 29 May 2009

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Abstract:
The Essilor Korea case series focuses on the efforts of Stephen Shawler as he attempts to build a world-class joint venture between French-based Essilor and its Korean partner, Samyung Trading. Facing huge cultural barriers and partner relationship issues, Shawler must determine the targets and tactics of several change initiatives. Each of the (A), (B) and (C) cases deals with a different set of decisions for Shawler; the (D) case provides a summary of final observations.

Pedagogical Objectives:
The Essilor case series provides a rich vehicle for discussing the leadership of change. Issues include determining strategy, staffing, cross-cultural management, building organisational competencies, and determining communications strategy. Given the range of challenges presented, the case series can be used in a comprehensive one half-day session in an executive programme or across four shorter MBA sessions on leading change. Alternatively, the Essilor case series can be used in a course on the challenges of managing international joint ventures.

Keywords:
Change Management, Communication, Leadership, Joint Venture, Cross Cultural Management, Korean Management

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