1. ABELLON CLEAN ENERGY LTD – CONTESTING UNCONTESTED, MARKET SPACES, Page No. 1 – 18
Evang Patel, Abhinava S. Singh
In the times of fast depleting natural sources of energy fuel, market imbalances and risks of global environment changes, there is an urgent need to increase energy access globally in a sustainable manner. This case has been contextually set under such conditions and traces the journey of Abellon CleanEnergy as an integrated sustainable energy solutions provider to contribute to clean energy generation through renewable resources. This case invites the participants to deal with macro issues like energy crisis and role of biomass energy, and micro issues like diversification, building capabilities, role of leadership, making choices, continuous learning, market challenges, sourcing, manufacturing, and marketing, expanding geographically and developing a sustainable model.
The case explores the quest of Abellon for creating space in the clean energy domain mainly through harnessing the untapped potential of biomass energy using the triple bottom line approach (environmental protection, social development and economic prosperity). It presents perspectives on how Abellon is attempting to create value innovations through wealth out of waste. It also highlights the initial challenges and options made, biomass sourcing issues, unique initiatives like poornakumbha and eco chulha, domestic and international market strategies and collective learning’s emerging over a time period of 3-4 years. The case ends with Aditya Handa,founder, MD and CEO of Abellon calling in a meeting of his top executives and reflecting upon the journey of Abellon till 2010 and discussing the strategic options, alternative strategies and challenges for the future. The case also touches upon the role of senior management in creating a sustainable business model in bio energy.
The case can be used for discussions on competitive landscape, resource-based model, strategic leadership, environment analysis, firm responses, and vision and mission. Blue ocean strategy can be argued with the scope of Abellon contesting in uncontested market space or not.
Key words: Abellon, Energy, Fuel, Environment, Clean Energy
2. KRAFT FOODS IN INDIA – BRAND OREO’S MARKETING, CHALLENGES, Page No. 19 – 39
Venu Gopal Rao, G Radhakrishna
“We now focus a lot on developing markets in 4 main categories…..biscuits, chocolate, gum and candy. We have a small set of priority markets. India, China, Russian and Indonesia are keys to growth in the future”, reiterated Irene Rosenfeld, Chairman & CEO, Kraft Foods.
“In developed markets, we are certainly experiencing what we call the ‘new normal’. Categories that were growing at five per cent are now moderating considerably. We certainly are seeing less of that phenomenon in developing markets, confirmed Irene Rosenfeld,Chairman & CEO, Kraft Foods.
On her first visit to India in November 2011, Kraft Foods’ CEO Irene Rosenfeld made these remarks responding to queries about the company’s new found direction in emerging markets as outlined in Economic Times.
The Cadbury acquisition was aimed primarily at getting footprint in markets such as India. Our strategy has been to focus on a few things and do them well. It is what we call the strategy of 5-10-10; focus on 5 categories, 10 markets and 10 brands. And one of the 10 markets now is India, which is of strategic importance, says Sanjay Khosla, President, Developing Markets & Global Categories, Kraft Foods & Cadbury.
Key Words: Biscuit market, Kraft, Oreo, Emerging Markets, India
3. BLACK SWAN LIE: A QUESTION MARK ON BARCLAY HERITAGE!, Page No. 40 – 54
S. Yadav, Deependra Sharma
Barclay Interest Rate Rigging Scandal was the headline of every news paper in July 2012 when Barclays had to pay £290m in order to settle claims for being alleged for rigging financial markets by using underhand tactics. Then the investigations were started by FSA (Financial Services Authority) to look into the matter of manipulation of Libor and Euri-bor interbank lending interest rates. Barclay’s chief executive, Bob Diamond admitted the crime and apologized, and thereafter, came the severe threat of further investigations that engulfed every bank that was somehow involved with Barclays. There were talks of introducing criminal sanctions against such crimes and at the same time, Barclays declared a “zero-tolerance policy” against staff that damaged the bank’s reputation. Within a week, there were rumors of another financial breakdown and the banking sector was under a perplexed state.
The authors of the current case study have undertaken an in-depth review of the Barclays bank Interest Rate Rigging Scandal and raised the question as to what can be the sanction against such acts. This case has also highlighted series of scandals that Barclays has done in the past. In the end, authors have tried to raise questions as to who is to be blamed for the current scandal; whether authorities have been blind towards the crime that was going under their eyes or was the absence of corporate social responsibility the root cause.
Keywords: Banks, Barclays, Scandal, Interest Rate Rigging, LIBOR.
4. NIYAMGIRI – PEACE AND CONFLICT IN NATURAL RESOURCE BASED DEVELOPMENT IN TRANSITION ECONOMIES, Page No. 55 – 68
This case highlights the challenges of natural resource based industries, like mining, while operating in developing economies like India. It elaborates stakeholder perceptions around Vedanta’s Niyamgiri Mining Project at Orissa that brought international attention to the issue of Dongria Kondhs, ethnic tribal groups staying at the Niyamgiri mountains. The conflict is not only about industrialization in poor states like Odisha but also understanding the nuances of human capital, corporate social responsibility and a holistic approach to development.
Key words:Mining, CSR, Development, Natural Resources, Greenfield Projects.