1. CREATING CUSTOMER DELIGHT @ POS IN PANTALOON RETAIL STORE , Page No 1-12
Tanmoy De, Amrita Majumdar & Jayanarayan Puja Panda
Retail companies usually come forward to recover lost sales only after having faced with a situation indicating decline of sales and profitability. In the retail organization context, a cord has to strike between technology and employees so as to streamline the backend operation. The case study looks into some of the striking features of retail store operation and customer interaction at point of sale as subtle differences are difficult to discern. Sometimes the very sight of a bustling Point-Of-Sale (POS) terminal is irksome to both customers waiting to make payments at these terminals in the Pantaloons retail outlet in Bhubaneswar. The case attempts to bring about the various nuances of customer dismay which a retail organization has to combat in order to retain their clients and offer seamless delight in terms of their shopping experience.
Keywords: Retail Store Operation, Stock Replenishment, Customer Loyalty Program, Customer Delight
2. BOOSTING MARKET SHARE OF DTH IN NORTH BENGAL: A CASE STUDY OF GLOBAL SKY LIMITED, Page No 13-25
Srabanti Mukherjee & Archana Sharma
Global Sky Limited was trailing much behind the Direct-to-Home giants Airtel and Dish TV in the North Bengal Region. Most of existing dealers and distributors were tied up with either of the two and the new dealers were yet to be approached. Moreover, non availability of easy recharge options in all sub bases, low focus in institutional sales, rigidity in minimum recharge value were some of the key problem areas. Given this situation, the Area Sales Manager(North Bengal) of Global Sky Limited wanted to develop a comprehensive marketing plan to increase the rate of market penetration of Global Sky in North Bengal.
Key words: Direct-To-Home, Recharge, Institutional Sales, Packages, Distributor, Average-Activation per Day-Target (APD-TGT
3. STRATEGY MAP PERSPECTIVE: LOW COST LEADERSHIP AT UNIVERSAL COMPOSITES LIMITED , Page No 26-38
Ashok K. Sar
This paper covers the development of strategy map showing the interrelationship among the organization’s internal process and intangible assets that create cost advantage and demonstrates how collection of integrated and aligned activities enable the firm to offer a value proposition – low total cost. The company is referred to in this paper as ‘Universal Composites Limited (UC) in order to preserve confidentiality of the material. After a brief discussion on the background of generic strategy, competitive advantage of low cost and the company, the concept of strategy map and balanced scored is defined, and the applicability of this concept to UC is explored through three logical steps. First, the various objectives in the four perspectives, viz., financial, customer, internal processes and learning and growth are identified. Second, the strategy map is developed by establishing the cause effect relationships between the objectives identified in the first step. Finally, measures corresponding to each and every objective are identified. The information concerning this paper are the results of the author conducting detailed discussions with the controller and key officials in the corporate affairs department to collect data and gain associated insights.
Keywords: Generic strategy, cost leadership, balanced scorecard, strategy map.
4. LEARNING INVESTORS’ CLUB , Page No 39-47
Ranjit Singh & Himadri BarmanSingh & Himadri Barman
The present case is based on the initiative taken by a teacher and the MBA [FT} students of a management institute to popularise the equity investment culture among the students. The teacher and the students of a particular batch have taken the initiative to form a club which was named as Learning Investors’ Club [LIC] and start investing in equities out of the money pooled from the students of the same batch. The case contains the spark of idea to form the club, then the various difficulties faced by the teacher and students in respect of the club, various modus operandi for the club, and continuous thinking regarding the sustainability of the club by the teachers involved with the club at different points of time.
Keywords: Learning Investors’ Club [LIC], Equity Investment, Sustainability
5. AIR INDIA’S PRODUCTIVITY LINKED INCENTIVE (PLI): WAS IT MEANT TO BE AN INCENTIVE AT ALL?, Page No 48-61
Pratyush Banerjee & Ritu Gupta
Air India (AI), India’s national flagship carrier, has been marred by huge financial losses over the past decade. The market share of AI has been on the decline as well. Industry experts and analysts have been blaming the productivity linked incentive (PLI) scheme for AI’s rising financial worries for quite some time now. The PLI enabled the AI employees to avail performance linked incentives but the productivity level was set way below the industry standards. Through a careful analysis of the organizational culture of AI, the history behind the implementation of the PLI and the real purpose behind the implementation of such an incentive scheme, this case debates whether the PLI scheme was really the main reason which augmented AI’s problems.
Keywords: Compensation & Benefits, Incentives, Equity Theory, Productivity, Motivation