Cases in IndianManagement

(Volume IV)

Dr. Bal ChansarkarM.Sc., M.A., Ph.D., FRSS, MMRS.

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First Edition : 2017

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Preface

This volume IV of ‘Cases in Indian Management’ like previous volume III, continues to includecases contributed by students. There was a considerable interest and response from the students, I haveincluded two cases – Case 7 ‘Neptune Steel – The Director’s Cut’ and Case 10 ‘Gopal Snacks – ASuccess Story’.

Volume IV has 10 cases:Case 1: Increasing Blood SuppliesB. Chansarkar and K. LaghateCase 2: Patanjali Ayurveda – Spiritual CommerceA. RangnekarCase 3: Luxury in Air – A Case of Air IndiaC. Nag and P. PanditCase 4: Flipkart and Myantra MergerR. AuroraCase 5: Rechargeable HunterK. Laghate and D’silvaCase 6: OYO Rooms – Disruptive Innovation in the Hotel Industry?A. RangnekarCase 7: Neptune Steel – The Director’s CutP. Ghosh and A. ShahCase 8: SABORO – Fruits Passionately Grown and Thoughtfully PickedS. Kapoor and R. KandhariCase 9: Gillette Guard – Indo-vationA. RangnekarCase 10: Gopal Snacks – A Success StoryR. Hadvani, H. Bohra and K. ChughGuide to questions is not included, as this encourages both the students and faculty to consider

different aspects of management, creating discussions and the need for additional secondaryinformation.

I gratefully acknowledge the cooperation of both the authors and the publisher HimalayaPublishing House Pvt. Ltd. for getting the volume published so promptly and efficiently.

Like the previous volumes, I am confident the readers will find cases in this volume beneficialand valuable in teaching and resolving management issues in the Indian context.

February 2017 Professor B.A. ChansarkarEditor

Mumbai and London

About Authors

Dr. R. Aurora has been teaching from the last 28 years. He has research and corporate trainingexperience of more than 15 years and has also headed various B-Schools in Mumbai for 10 years.Dr. Aurora has written nearly 15 research articles and presented papers in various forums. He has beenconferred order of merit by IMCI and Shiksha Bharati Puraskar All India Achiever’s Foundation. Hehas written four books on Management and two are being written. Email: rajindera@ibsindia.org

H. Bohra is a graduate and currently studying for MBA from Narsee Monjee Institute of ManagementStudies, Mumbai. The guidance of Dr. A. Rangnekar in preparing this case is gratefully acknowledged.He wishes to expand his entrepreneurial horizons through learning from successes and failure ofvarious companies in India.

Professor B. Chansarkar holds a M.Sc, M.A. and a Ph.D. He was with Middlesex University,London since 1972. He was Director of Middlesex University Dubai Campus and also MiddlesexUniversity Mauritius Campus. Prior to joining the University, he was a Senior Market ResearchExecutive with Watney Mann Ltd., Brewers in London. Dr. Chansarkar has authored several booksand also published extensively in international journals. Dr. Chansarkar has visited and lectured inEurope, Middle East, Far East and America. His research interests include marketing, studentassessment and multi-country product image. Email: :bal_chansarkar@yahoo.co.uk

K. Chugh is a graduate and currently studying for MBA from Narsee Monjee Institute ofManagement Studies, Mumbai. The guidance of Dr. A. Rangnekar in preparing this case is gratefullyacknowledged. He wishes to expand his entrepreneurial horizons through learning from successes andfailure of various companies in India.

Dr. S. D’silva is a Professor at Jamnalal Bajaj Institute of Management Studies, University ofMumbai. He teaches strategic management and published several papers in international journals.

P.S. Ghosh is currently pursuing his MBA in Finance from NMIMS, Mumbai. He is a graduate fromKolkata in Electrical Engineering. He has worked in Management Consulting prior to his MBA in SBILife, Victoria’s Secret and ZS Associates. During his internship, he has worked on a BusinessTransformation project for an SBU of Jardine Lloyd Thomson (JLT), a UK-based Insurance brokingfirm. After his MBA, he will be working at JLT in the Business Transformation division. He haspublished a book “The Point of Everything”.

R. Hadvani is a graduate and currently studying for MBA from Narsee Monjee Institute ofManagement Studies, Mumbai. The guidance of Dr. A. Rangnekar in preparing this case is gratefullyacknowledged. He wishes to expand his entrepreneurial horizons through learning from successes andfailure of various companies in India.

S. Kapoor has an MBA (Marketing) from NMIMS, Mumbai and B.E. in Mechanical Engineering fromBITS Pilani. He has worked for 3 years in the field of data management and analytics offering pricing,campaign and promotion management solutions to organized retail clients in Europe and Asia. His areasof interest are marketing, branding and management consulting. Email: Subhash.kpr@gmail. com

R. Kandhari has an MBA (Human Resources) from NMIMS, Mumbai and B.Tech. in Electronicsand Communication Engineering. Her area of interest is branding, change management, organizationalbehavior and emotional intelligence. Email: Radhika.kandhari@nmims.edu.in

Dr. K. Laghate is a Professor at Jamnalal Bajaj Institute of Management Studies, University ofMumbai. She teaches quantitative subjects and has published papers in national and internationaljournals. Email: kavitalaghate@jbims.edu

Dr. G. Nag is Adjunct Professor with IBS Business School, Mumbai. He is a retired GeneralManager – Personnel, Siemens Ltd., Mumbai. Email: gcnag@ibsindai.org

Dr. P. Pandit is a Professor in Marketing with IBS Business School, Mumbai. He has publishedpapers in journals in India and abroad. Email: ppandit@ibsindia.org

Dr. A. Rangnekar is an MBA (Marketing) and Ph.D. (Business Strategy) from NMIMS with 25 yearsof pharmaceutical industry experience. He has been a visiting faculty at Mumbai's leading B-Schoolsfor 15 years, having added value to over 10,000 MBA students cross India and Europe. His websitewww.dramitrangnekar.com and blog have crossed a million hits, and contain a repertoire of insightfulnotes and compelling case studies. His research interests revolve around marketing, branding andbusiness strategy in pharmaceuticals, FMCG, automobiles, luxury, technology and services. Email:amitrangnekar@gmail.com

A. Shah is currently pursuing his MBA in Finance from NMIMS, Mumbai. He is a graduate fromBaroda in Electrical Engineering. He has worked in IT in TCS in the past. After his MBA, he will beworking at TresVista Financial Services as a Financial Associate.

Contents

Case Number Title Page Number

1 Increasing Blood Supplies 1 – 6

2 Patanjali Ayurveda – Spiritual Commerce 7 – 23

3 Luxury in The Air – A Case of Air India 24 – 35

4 Flipkart and Myantra Merger 36 – 50

5 Rechargeable Hunter 51 – 56

6 OYO Rooms – Disruptive Innovation in the Hotel Industry? 57 – 72

7 Neptune Steel – The Director’s Cut 73 – 83

8 SABORO – Fruits Passionately Grown and Thoughtfully Picked 84 – 98

9 Gillette Guard – Indo-vation 99 – 108

10 Gopal Snacks – A Success Story 109 – 119

CASE 1INCREASING BLOOD SUPPLIES

B. Chansarkar and K. Laghate

Abstract

There is acute shortage of supply of blood in India. Blood banks collect theblood donated which is done free. The case studies what the intentions of blooddonors are and what prohibits people from donating blood. It recommends the stepsnecessary to increase blood supply.

INTRODUCTION

Jeevandayini-Blood Bank is a well-established Blood Agency operating in a bigtown. Started initially as a small Agency, it expanded rapidly in the last ten yearsdue to increasing demand for blood in the neighbouring areas. It is owned andmanaged by Dr. DeSouza, ably supported amongst others by Dr. Karandir. It nowhas a large excellent air conditioned storage and employs trained and qualifiedtechnical staff-20 in all. The Agency has installed a computer system which recordsthe supply of blood (by type) and also the demands for blood (by type) from differentsources. The agency operates a good staff development policy so that staff is wellaware of and trained in recent developments in blood donations and relatedactivities.

The Agency has been actively involved in different ways of encouraging newblood donors and ensuring the retention of its current regular donors. The Agency

2 Cases in Indian Management-Vol IV

has established a good relationship with the local authorities in the neighbouringareas and holds regular blood donation camps in adjoining areas and also incolleges during term time. This has enabled it to generate new blood donors andpublicise its activities. The Agency currently supplies blood to three main hospitalsin the area and to private patients in an emergent situation.

Most of the blood donors of the Agency are of following blood groups (1).

Blood Group Group A Group B Group O Group AB

Percent of Donors 18 25 55 2

Realising the recent trend in blood donation and upcoming National BloodTransfusion Council Order about putting stock availability status online (2), theAgency appointed Mr. Diwakar a recent MBA in Hospital Management as aResearch Officer. His main responsibility was promoting the Agency to increaseblood supplies.

He has the following information at hand from existing records.

1. Number of blood donors by type of blood for the ten years.2. A number of repeat donors and fresh donors for the last ten years.3. Supply of blood to different hospitals and individuals.4. Shortages of blood supply by category by region.5. A report of blood donor satisfaction carried out five years earlier.6. Regional information about blood donors and competition from other

Agencies.

Mr. Diwakar first analysed the data available and decided to conduct twogroup discussions for getting more information about donor intentions andattitudes to blood donation. First group discussion to be conducted amongst theblood donors to ascertain the main reasons for blood donation and why thesedonors continue to donate blood on a regular basis. The second group discussionamongst non-blood donors to ascertain the main reasons for not donating bloodand what will encourage them to donate blood in future. He deliberately decided toconduct two separate group discussions so as to avoid the non-donors beinginfluenced by the reasons and opinions of those who already donated blood.

The selection of the respondents for each group was as follows:

Group 1 Blood Donors

Group 1 consisted of 4 New blood donors and 4 Regular donors from theexisting list of donors with the agency. Among each group of donors, he decided toinclude 3 male and a female, based on previous donor records.

Increasing Blood Supplies 3

Group 2 Non-Blood Donors

A group of 8 respondents, 6 male and 2 female, mostly in the age groups of18 to 60 years, preferably equal numbers being single and married.

It is Mr. Diwakar’s intention, having acquired preliminary results of the groupdiscussions to conduct a major survey among donors and non-donors. It will enablehim to devise a suitable policy which he hopes will be adopted by the Agency for thefuture.

The outcome of the two group discussions was as follows:

Group 1 Blood Donors

Table (1): Main reasons for donating blood

Main reasons for donating blood Main reasons for continuing to donate blood

1. Family need. 1. Socially desirable

2. Friend/relative need 2. Feel done something worthwhile andbeneficial to others

3. Socially desirable 3. Financial need

4. Financial need 4. Family need

5. Persuaded by someone. 5. Requests from Blood Bank

Table (2): Donor Satisfaction and need for improvement

1. Generally pleased with the total process

2. Pleasant staff and attitude

3. Good explanation prior and after blood donation

4. Some recognition and reward for the donation! (3)

5. Better facilities for waiting before and after donation.

6. Clear explanation about the usage and problems arising from blood donation.

4 Cases in Indian Management-Vol IV

Group 2 Non-Blood Donors

Table (3): Main reasons for not donating blood and what willencourage to donate

Main reasons for not donating blood What will encourage to donate blood

1. Afraid of procedure 1. More publicity and information

2. Afraid of contacting disease(s) 2. Convincing donors about safety indonation

3. Feel donating blood will make oneweak

3. Conducting blood donation in accessiblelocations

4. Not eligible 4. Some financial reward for the donation.

5. Too busy to donate 5. Government support for agencies involvedin blood donations.

6. No monetary gain. 6. Regular links with donors (Blood Banks)and recipients (Hospitals and Individuals)

Recommendations

Mr. Diwakar on the basis of the results of the group discussions makesfollowing interim recommendations.

1. Conduct immediately a quantitative survey using self-completedquestionnaires about both donors and non-donors. (4)

2. Conduct additional sponsored blood donation camps.3. Ensure wide publicity in local areas, especially about the need and safety

of blood donation.4. Reduce waiting time for the donors and use a donor friendly approach

before and after blood donation.(5)5. Develop a good relationship with the hospitals.

References:

1. Blood Donors in India, Government of Maharashtra Blood TransfusionCouncil, 2015. A booklet giving detailed information about the type ofdonors, numbers about supply and demand for blood transfusions inMaharashtra.

2. Blood Banks to put Availability online, Times of India, 22.1.2016

Increasing Blood Supplies 5

3. C. Weidmann, S. Schneider, E. Week, D. Merzes, H. Kluter and M. Muller-Steinhardt, ‘Monetary compensation and Blood Donors’ TransfusionMedicine Hemotheapy, 2014, July 41 (4), pp. 257-262.

4. Davidson KL. Reunolds CA, Blairsfor SR and UK Blood Donor SteeringGroup; Getting personal with blood donors – the rationale for, themethodology of and an overview of participants in the UK blood donorsurvey, Transfusion Medicine, 2015, Aug. 25 940, 265-75.

5. A McDermott, Blood Donor Feedback, Director of BD, November 2011.www.nhsbt.nhs.uk

6 Cases in Indian Management-Vol IV

Questions:

1. Comment on the research methods used by Mr. Diwakar in increasingblood supplies.

2. What additional information would you require to make a meaningfulrecommendation?

3. What management strategy should Dr. DeSouzaadopt?4. Is it advisable to reward blood donors, if so what are the implications?