Dec'19


Case Folio
The IUP Journal of Management Case Studies

ISSN: 0972-5350

It is a quarterly journal focusing on thought-provoking case studies covering different aspects of management. It is a useful reference for all executives, managers, practitioners, faculty members and students.

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Highlights
  • A quarterly refereed journal focusing on thought-provoking case studies covering different aspects of management.
  • Selected teaching cases that faculty members and trainers around the world will love to take into their classrooms.
  • A useful reference for all executives, managers, practitioners, faculty members and students who want to upgrade their knowledge and skills
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Article  
Restructuring Unilever
Team-Based Learning: The Free-Rider Dilemma
Can Tencent Holdings Rebound from Its Fall?
Business Excellence Framework as a Competitive Advantage: The Case of Max Group
India’s Kalyan Jewelers – Winning with a Hyperlocal Strategy
Contents : (Dec'19)

Restructuring Unilever
Barnali Chakraborty and Sanjib Dutta

The case “Restructuring Unilever” examines the organizational restructuring program at Unilever, a leading FMCG conglomerate. In July 2016, Unilever announced the Connected 4 Growth (C4G) program that aimed to increase its penetration in fast-growing markets, advance its portfolio through acquisitions, and develop more channels through which to sell its products. The C4G program was expected to increase the company’s growth as well as profitability. With C4G, Unilever aimed to achieve long-term sustainable shareholder value creation. The case discusses the C4G program and its different components in detail. It also analyzes the implementation of the C4G program, the benefits of the program, and Unilever’s failed attempt to move corporate headquarters to the Netherlands. The case ends with a discussion on the future strategies of Unilever under its new CEO, Alan Jope.


© 2019, IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

Team-Based Learning: The Free-Rider Dilemma
Virpi Malin, Xiujuan Jiang, Chi Anyansi-Archibong and Marilyn L Taylor

The case focuses on the problem of free-riding that Professor Metso confronts just as the last week of classes was about to get underway in Spring 2013 at the School of Business and Economics (JSBE) at the University of Jyväskylä (JYU), Finland. The apparent free-riding occurs in a three-person student team operating as a part of a pilot experiment running within a mass course “Introduction to Management and Leadership”, for which Professor Metso is responsible. The pilot is a part of a university level developmental project “Interactive Teaching and Learning” (IT&L) that was set up by the Rector. The specific goal for the larger project is to enhance student agency and engagement by developing interactive, dialogic and collaborative teaching methods. The case opens with Professor Metso receiving an e-mail from a member of a three-person team stating that one member in the team has not done his part and that the other two members, both females, have not managed to get in touch with him. The e-mail indicates the two are concerned about their ability to take the exam scheduled for Friday, six days hence. Professor Metso has to decide quickly what to do and how to reply to the e-mail.


© 2019 IUP. All Rights Reserved.

Can Tencent Holdings Rebound from Its Fall?
Benudhar Sahu, Indu Perepu, Trilochan Tripathy and Debapratim Purkayastha

The case is about the troubles faced by Tencent Holdings Limited (Tencent), once the most valuable company in China by market capitalization. Tencent, one of the world’s largest internet companies, had become the most powerful mobile ecosystem in China. It became the first Chinese technology company to join the elite US$500 bn market capital club, backed by its huge revenue from video games, advertising, and social media businesses. Climbing on the growth drivers, Tencent’s stock price reached its peak in January 2018, but investor sentiments soured after a series of troubles cropped up for the company including a drop in its profits and a regulatory crackdown on gaming in China. Additionally, Tencent’s growing debt position, massive investments, overseas marketing strategy, and trade war fears all contributed to the decline in its stock price value. Investors voiced doubts about the firm’s declining profit margins and its ability to keep innovating. Amid regulatory hurdles, the company went in for a strategic reorganization, took global expansion initiatives, and introduced anti-addiction measures to limit play time for vulnerable segments. Analysts were optimistic about Tencent’s future and hoped that its strong long-term growth prospects would help the company bounce back in the coming days. However, with competition growing in the market and some segments facing saturation, can Tencent maintain its stock price valuation?


© 2019, IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

Business Excellence Framework as a Competitive Advantage: The Case of Max Group
Rohit Kumar and Swarup Kumar Dutta

The Max Group is involved in multiple businesses, ranging from specialty films, healthcare, health insurance, senior living, to life insurance. The case describes in detail how the Max Performance Excellence Framework has been the fulcrum for the success of the Max Group at large and has helped them gain a competitive advantage. The case delves into the key aspects of both the business excellence framework and the Max Quality System. The process of implementation and the challenges associated with it are also highlighted. The case was written based on primary research (interview-research).


© 019 IUP. All Rights Reserved.

India’s Kalyan Jewelers – Winning with a Hyperlocal Strategy
Koti Vinod Babu and Namratha V Prasad

The case is about the hyperlocal strategy used by India’s leading jewelry chain, Kalyan Jewelers India Private Limited (KJ) that served as a foundation for its success. The case starts out by mentioning the entrepreneurial journey of KJ’s founder T S Kalyanaraman Iyer (Kalyanaraman). It then talks about the various business practices adopted by Kalyanaraman that disrupted the Indian jewelry industry—by not only altering the way people bought gold, but also changing the way it was sold. The case then delves into the nuances of KJ’s key business strategy, namely, the hyperlocal business strategy. It describes the company’s promotional tactics that primarily involved using celebrity endorsement and were also centered on the hyperlocal strategy. The case then documents the rise of the company and its success in attracting private investment. Can KJ go in for a successful IPO and succeed in its endeavor to become one of the largest jewelry brands in the world?


© 2019, IBS Center for Management Research. All rights reserved. For accessing and procuring the case study, log on to www.thecasecentre.org or www.icmrindia.org

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