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Through this case, students will not only learn about the latest development of this emerging industry, IoT, but also gain a systematic understanding of “ecosystem strategy” and get to know a new corporate growth model called “co-creation”.

This case describes why and how Advantech Co., Ltd. (hereinafter referred to as Advantech) has transformed in the age of the Internet of Things. Aware of the ecosystem attributes of the IoT industry and committed to the company’s principle of “altruism”, Advantech strategically positioned itself as an “IoT platform provider” and an “enabler” for IoT applications. After carrying out a reform in terms of internal management, external cooperation, and development model, Advantech has evolved from an industrial computer maker to an IoT solution provider. Since the launch of the “co-creation model” at the end of 2016, Advantech has drawn attention from many excellent companies in traditional industries. With the Internet of Everything close at hand, Chairman KC Liu is well aware there are many challenges to overcome as Advantech strives to build an industrial IoT ecosystem, the “evolution” continues.

MBAs, EMBAs and senior executives.

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CSS 11: Strategy

The subject area is strategy and business.

The case can be used for MBA students. This is equally effective in short courses meant for low-to-mid-level working executives. The case is suited for classes in strategy, general marketing, media management and family business courses.

Dainik Jagran – a vernacular daily – is the most read newspaper in India. Under the banner of Jagran Prakashan Ltd.; which is one of the leading media houses in India, the success of Dainik Jagran has been an outcome of the strategic marketing decisions taken by its founder and his successors in the post-independence era. With extensive circulation, it created a large readership base and took bold decisions to launch multi editions to its daily through a series of acquisitions, mergers and consolidations from 1975 to 2010, enabling it to step into product diversification. Readership surveys, investments in technology, advertising, regular branding events and smart phone applications are a few tools that helped. While the group has diversified into other industries, there is an underlying anxiety about the future prospects of its newspaper business. With the onslaught of online news dailies, will Dainik Jagran be able to expand and maintain its readership base using its previous business and marketing strategies? Or is it time to change strategies for businesses in the newspaper and allied media industry in India?

The study has the following outcomes: application of value chain concept in businesses serving two-sided markets; application of environmental analysis, Porter’s five forces analysis and related strategy concepts; and learning to critically approach and develop a sustainable growth strategy framework for a successful family-run newspaper business in India.

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CSS 11: Strategy.

Innovation, reverse innovation, frugal innovation and disruptive innovation.

Undergraduate, Postgraduate and Executive Education.

This case describes the strategy adopted by Cisco India to develop the Advanced Services Router 901 (“ASR 901”), which is a next-generation 3G/LTE capable mobile backhaul and carrier Ethernet platform that is deployed at a cellular tower site or business premise to backhaul voice and data traffic into the core of the network. This was part of a larger strategy by Cisco headquarters to understand what could be built in the developing markets for the developing markets, as opposed to products conceived with only developed markets as the focus. Within a time frame of a few months, a team formed from scratch developed the ASR 901, the next-generation global networking technology product that was developed completely – from conception to launch – at the Bangalore site in India. The ASR 901 successfully took on the challenge of delivering all the functionalities and features required by sophisticated telecom clients, while meeting the specific requirements of its customers from the developing markets. ASR 901 was undoubtedly a milestone in Cisco India's indigenous innovation initiatives, and this case discusses the many challenges that had been faced during the process and the actions that had been taken to achieve success during this process.

Through this case, students will understand the concepts of innovation, particularly reverse innovation, frugal innovation and disruptive innovation. They will learn how large organisations have managed to successfully innovate by creating small and independent teams within the organisation. Students would also have the opportunity to analyse and discuss whether the lessons learnt by Cisco, while progressing through the several stages of developing the ASR 901 product, could be applied to similar new initiatives.

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The case discussion begins with an understanding of Davis’s three-circle model. It then leads toward the key resources and challenges, by system and development stage as given by Gersick et al. (1997). After understanding the family business system, the case delves into making the students understand the circumplex model of the marital and family system. This matrix talks about the flexibility in the business structure along with cohesion in the family unit. The case then gets into the discussion about succession and the new generation joining the family business and the conflicts that may arise due to the same. It might be imperative to bring out the different forms of conflict that may arise in the family and business system. Researchers have identified three forms of conflict – task, process and relationship (Mckee, Madden, Kellermans and Eddleston, 2014). As passing the baton would take place next for this business in the case, the current generation needs to look at the future growth strategy for the business. Here, the discussion refers to the exploitation and exploration matrix given by Bergfeld and Weber (2011).

This is a primary data case. The data has been collected from SK Enterprises. Interviews were conducted to arrive at the issues and challenges discussed in the case.

This case talks about the dilemma of a first-generation entrepreneur. Jatinder Agarwal was the owner of SK Enterprises, a light-engineering firm manufacturing bright bars, engine parts and ceiling fan shafts. He had set up the business in 1984. His brother, Ramesh was helping him in the business. The business had prospered and grown from a single product manufacturing workshop in 1984 to two factories manufacturing multiple light engineering products. In 2015, the business was doing well and both Jatinder and Ramesh were excited to involve their respective sons, Pranav and Sanidh in the business after completion of their education. The case is about the challenges faced by Jatinder and Ramesh with the entry of a new generation. Jatinder and Ramesh were working in the family business with an implied structure where the business was a sole proprietorship in the name of Jatinder but the decisions were taken by both the brothers collectively. With the entry of the new generation, Jatinder had to decide how to re-organize the business and avoid conflicts in the family. He also had to take a decision regarding the future course of strategy, which would help the business grow further.

This case is about the dilemmas faced by a first-generation entrepreneur. The case can be taught in an “entrepreneurship” course, in a post-graduate MBA program. This case can also be taught in a family business program as part of the course on “Understanding Family Business – Managing Paradoxes” or “Building Lasting Family Business – Synergy in Vision, Values and Strategy.” This case can also be taught as part of a “business strategy” or “human resource management” in MBA or executive MBA program in the first year.

The case describes a crisis management situation faced by Mercedes-Benz, a division of Daimler-Benz AG. In 1997 Mercedes introduced a revolutionary new car, the A-class, Mercedes' first entry into the compact car segment. The A-class was positioned as an entry-level vehicle in the Mercedes line and represented Mercedes' attempt to grow beyond its core market. A few days after the car was officially introduced, it rolled-over during a test known as the “moose test” conducted by a Swedish journalist. The A-class's failed moose-test created extensive media coverage in Germany and other European countries, threatening the success of the A-class launch.

(A) Case:

• Understand the strategic and reputational nature of crises

• Recognize the challenges of managing a crisis

• Learn the requirements for building trust in a crisis

• Understand the challenges of managing a crisis that is not the company's fault

• Identify the strategic business problem in a crisis

• Understand the media landscape and its impact on crisis management

Understand the strategic and reputational nature of crises

Recognize the challenges of managing a crisis

Learn the requirements for building trust in a crisis

Understand the challenges of managing a crisis that is not the company's fault

Identify the strategic business problem in a crisis

Understand the media landscape and its impact on crisis management

All aspects like finances, marketing strategy, competitors, etc. have been taken into account to provide the readers a complete and realistic image about the working, decisions and their outcomes for boAt. Secondary data has been used from blogs, company website and other sources in this study.

This case presents boAt’s growth in the Indian market because of India’s exponentially growing customer base in the tech and audio industry. This case brings to light all the factors considered and the business decisions to be made while growing in the market. The challenges faced by boAt after they entered the market and the company’s business decisions to overcome these challenges are also discussed. This case provides an opportunity for students to understand the dynamics associated with expanding in a competitive market to maintain growth and maximize profits.

This case is suitable for undergraduate and postgraduate students and can be used for courses in strategy, marketing, entrepreneurship and business management.

Learning outcomes of this study are as follows: conduct a comprehensive organizational diagnosis to uncover the peculiarities of managing a family business; evaluate the spirit of innovation of the new generation to drive rejuvenation initiatives in the family firm; reflect on the concept of stealth innovation and its manifestation in the context of transgenerational entrepreneurship; and assess the effectiveness of managerial decision-making and provide recommendations for securing the sustainability of a family firm.

This case starts with the entrepreneurial beginnings of Jack Misakyan, who transformed the small blacksmith venture of his father into a large and profitable family enterprise with operations across different countries and industrial sectors. Since the establishment of Misakyan Technical Solutions (MTS), Jack relied on the help of his brothers, Ara and Hovik, who have joined the ranks of owners and managers to drive the expansion efforts of the family firm. Over the years, the brothers were successful in pursuing a strategy of continuous growth and diversification by taking advantage of opportunities in several industries and regions of the world. They opened branches in Kuwait, Syria, the United Arab Emirates and Armenia, and operated in industries of heavy-truck maintenance, pharmaceuticals, marine shipping, construction materials, quarry and restauration. Yet, four decades after its launch, the company was entering in a phase of stagnation and was in need for entrepreneurial rejuvenation. The members of the third generation, who have recently joined the family firm, believed that it was their obligation to restructure the operations and revive the entrepreneurial spirit in their fathers’ organization. Moreover, after several months of market analysis and investigation, two of the cousins came up with a new business idea that was pursued entirely in a stealth mode. By describing the strategic events and family dynamics that shaped the evolution of MTS over time, the case offers an opportunity to assess the effectiveness of managerial decision-making and provide recommendations for ensuring the longevity of the family enterprise.

Upper undergraduate classes.

Teaching Notes are available for educators only.

CSS 11: Strategy.

LTMRHL launched its Brand Ambassador campaign in Hyderabad on January 8, 2013 to bring about awareness and dispel negativity about the Metro Rail project. A two-year review in 2015 revealed that although many of the initial problems had been overcome, and negativity considerably reduced, the campaign had only achieved partial success. Based on the review, a decision had to be taken to continue or abandon the campaign after the scheduled commercial operations in July 2017. Will the current strategy be the gateway to success post commercial operations, mulled Sanjay Kapoor, General Manager & Head Corporate Communications (LTMRHL).

Entrepreneurship, venture creation and business management.

The case is suitable for analysis in an undergraduates program specializing in entrepreneurship, business and management. The case could also be discussed in an executive development program on business ventures/business strategy/business management.

Since its inception in 1981, Abdul Rahim Al Fahim, CEO Paris Gallery decided that Paris Gallery would foray into French perfumes. At that time, he would have never thought that such a move would ever make him more than a shopkeeper. Now in 2016, Mr Abdul Rahim Al-Fahim has much to be pleased about the success that his organization Paris Gallery (Luxury stores in Dubai) has been able to achieve. He has been twice named as the Arab World’s most powerful retail sector entrepreneur. Certainly, it was his good fortune to be based in the great city, and his business venture has paralleled the exponential success of Dubai. As the concept of grand malls developed and flourished in UAE, Paris Gallery stores emerged and also prospered. Currently, Paris Gallery has 80 stores in the finest locations of the Middle East. This encourages family business owners in UAE to have ambitions for success and growth of their enterprises. This is especially true in a developing region that has rarely hosted such a high-end homegrown success story as Paris Gallery. The study of strategic positioning of Paris Gallery with a workforce of 4,000 employees and representing more than 550 international brands today shall help us in weighing the options of how businesses should proceed strategically.

The following insights could be elucidated by the case: familiarizing students with the business challenges in the retail industry in emerging markets such as the United Arab Emirates, and exploring future strategy options from the business growth perspective.

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CSS 3: Entrepreneurship.

Marketing.

Post Graduate.

Rajiv Bapna and Pradeep Bapna co-founded Allied Electronics & Magnetics Limited (widely known as Amkette) in the year 1985 for the production of floppy diskettes in India. By the year 1995, Amkette was the largest selling floppy diskette brand in India. With the advent of new technology in storage media sale of floppy diskette observed a constant decline. By the end of year 2004, floppy diskettes completely vanished from the market. Amkette anticipated the changes in the computer peripherals market and introduced a wide range of products in storage media, wireless and wired peripherals, accessories and digital lifestyle products. After the launch of Evo TV on June 2012, Amkette was hopeful for a major success in digital lifestyle segment. Evo TV, a connected TV device, allowed consumers to use smart apps on their television sets and was a cost-effective substitute to Smart TVs. Amkette was betting very high on Evo TV for revenue generation and market development.

Following are the learning outcomes: to review the product life cycle of technology products, to understand evolving customers’ expectations and behavior, to assess the adoption process of innovative products and to explore the challenges associated with innovative products for market development.

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CSS 8: Marketing.