New Asian Cases (English) – June 2013 9B13M056 Aspire Foundation - Charting a Social Bricoleur's Growth Deepak Dhayanithy; Brian Anderson; A non-governmental organization dedicated to improving underprivileged rural children’s access to quality education in southern India has grown considerably in the seven years since its inception. In considering a growth strategy, the organization’s two founders and managing trustees consider the roles of social value creation, funds sustainability, organizational visibility, resources constraints and how the relationships among these factors affect the organization’s future plans. Publication Date: May 03, 2013 Discipline: General Management/Strategy; International; Entrepreneurship; Issues: Education; growth strategy; social value; India Industry: Social Advocacy Organizations; Setting: India, Small, 2012 Difficulty: Undergraduate/MBA Length: 14 pages Teaching Note: 8B13M056; 9B13M041 Balancing Stakeholder Interests at the Indonesian Railways Marleen Dieleman; The chief executive responsible for the Indonesian railways, a state-owned enterprise, is under pressure to show profits, but he also needs to balance widely diverging stakeholder expectations that include inexpensive transportation and excellent customer service. The government subsidizes the railway’s passenger travel segment and has capped its fare prices, which has turned the railway’s mainstay into a loss-making business. The chief executive wonders how to best trade off the different stakeholder expectations. He needs to develop a plan to present to the minister for State-Owned Enterprises. Publication Date: April 19, 2013 Discipline: General Management/Strategy; International; Issues: State-owned enterprises; non-market strategy; political environment; Indonesia Industry: Transportation and Warehousing; Setting: Indonesia, Large, 2012 Difficulty: Undergraduate/MBA Length: 8 pages Teaching Note: 8B13M041; 9B13D007 Chariot Comics: Faster Release Rajiv Misra; Aniruddho Chakraborty; Chariot Comics, a comic-book production house, is refining its processes for the production of comics. Currently, launching a comic requires 52 to 54 days, which the company wants to reduce to 45 days. Working toward this objective requires analysis of the current process and a review of the various alternatives to achieving the desired time reduction. Publication Date: March 26, 2013 Discipline: Operations Management; International; Issues: Process analysis; batching; comics; service operations; India Industry: Information, Media & Telecommunications;

Setting: India, Small, 2012 Difficulty: Introductory Length: 9 pages Teaching Note: 8B13D007; 9B13M055 Child in Need Institute: Non-Profit or Hybrid? Anjan Ghosh; Sougata Ray;Indranil Biswas; In February 2009, the additional director at the Child In Need Institute (CINI) received the most challenging assignment that CINI’s board of governors had ever given him — to prepare a comprehensive proposal recommending whether the organization should continue as a non-government organization (NGO) driven primarily by donations and grants, or should venture into social business. He had a month to give his recommendations. CINI was a reputable 37-year-old NGO from Kolkata (Calcutta), India, with a mission of “sustainable development in education, protection, health and nutrition of child, adolescent and woman in need.” Over the years, CINI had fought child malnutrition through health clinics and educating mothers, and had provided shelters and a path to betterment for street children. Despite recognition at CINI that donor funding was becoming scarce, any proposed social business was controversial because it ran the risk of alienating existing donors and replacing CINI’s existing purpose with a profit motive. This case has global relevance, as the challenges that CINI met in 2009 are faced by thousands of social enterprises across the world. Publication Date: June 11, 2013 Discipline: General Management/Strategy; International; Entrepreneurship; Issues: Social entrepreneurship; innovation; India Industry: Social Advocacy Organizations; Setting: India, Medium, 2009 Difficulty: Undergraduate/MBA Length: 20 pages Teaching Note: 8B13M055; 9B13M023 Cumi India's Global Strategy: The China Puzzle S. Ramnarayan; Charles Dhanaraj; Krithiga Sankaran; Carborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leader in the abrasives industry within 10 years. It had successfully expanded operations in Russia and South Africa, where it was seen more as a partner than a conqueror in its acquisition strategy. In 2006, the company entered China through a joint venture with a Chinese state company but subsequently bought out the partner. However, the company was facing several problems with its stand-alone operation there, especially in terms of maintaining its workforce and hiring local managers. It was clear that winning market share in China was necessary, but the complexity of the Chinese market had proven to be a challenge. The managing director had to present a strategy for working successfully in China to the board. Publication Date: April 24, 2013 Discipline: General Management/Strategy; Organizational Behaviour/Leadership; International; Issues: Internationalization strategy; mode of entry; joint venture;

Ivey Publishing 2 New Asian Cases (English) – June 2013 Russia; South Africa; China; India Industry: Manufacturing; Setting: India; China; Russia; South Africa, Large, 2004-2012 Difficulty: MBA/Postgraduate Length: 16 pages Teaching Note: 8B13M023; 9B13C017 East Solutions: Transforming a BPO Provider in India Scott Walsworth; East Solutions was a successful business process outsourcing (BPO) provider based in Bangalore, India. Although salaries for Indian IT professionals were about half of those of their counterparts in the United States, the board of directors at East Solutions recognized a worrying trend: if salaries in India continued to grow at a fast rate, they would soon erode the cost advantage of sending work to India and potentially threaten the entire Indian BPO industry. As a solution, East Solutions repositioned itself by leveraging technical, industry and process expertise to form a partnership with clients based on value added in addition to cost savings. This plan required East Solutions to refocus on fewer geographic and sector groups. It also required transforming the role of the company’s IT managers, who needed extensive training, additional resources and a new compensation strategy. On an average year, the new compensation plan increased the IT managers’ incomes by 4 per cent, so it was expected to be popular, but IT managers rejected the new compensation plan and it was abandoned after 18 months. The chief executive officer (CEO) in charge of the new plan for East Solutions was unsure why it had failed. Publication Date: May 02, 2013 Discipline: Organizational Behaviour/Leadership; International; Issues: Compensation; incentives; innovation; outsourcing; India Industry: Information, Media & Telecommunications; Setting: India, Large, 2010 Difficulty: Undergraduate/MBA Length: 8 pages Teaching Note: 8B13C017; 9B13M004 Embrace (A) (B) (C) (D): Opportunity Identification Mridula Anand; Anand Nandkumar; Charles Dhanaraj; The Embrace case series provides an engaging context to understand social innovation, by taking students through a sequence of critical decisions from opportunity analysis and market feasibility study to formulating a competitive strategy and developing business models for growth. The focus of the case is on an innovative idea to solve the problem of a high number of fatalities in premature births in rural India, and the potential for an affordable product. The case is structured as a four-part series: ·Part A: Opportunity Identification. The setting is an MBA classroom where five teams have been given five ideas and the students are asked to match each idea to each team. The focus is on how to identify and evaluate an appropriate opportunity given a unique entrepreneurial team, its composition, and its prior experience. Often, entrepreneurs discount the critical role that team-task fit plays in subsequent success. ·Part B: Market Feasibility Analysis (9B13M005). The social problem associated with neonatal care in rural India is presented and the economics of providing reasonable care for premature babies is discussed. Is it possible to find an affordable and profitable price point, and make the project sustainable? ·Part C: Competitive Strategy (9B13M006). The students are taken through an external analysis of the potential competition. This calls for a close analysis of what the competitive advantage of the venture is and whether it is sustainable. It forces the students to consider other available neonatal care options in the market, as well as to think about the IP issues they could face. ·Part D: Building the Business Model (9B13M007). The team must decide between manufacturing the product in-house or outsourcing to vendors. Also, issues of distribution and sales require consideration.

Publication Date: April 16, 2013 Discipline: General Management/Strategy; Entrepreneurship; International; Issues: Emerging markets; affordable innovation; business plan; social entrepreneurship; India Industry: Health Care Services; Setting: India, Small, 2011 Difficulty: MBA/Postgraduate Length: 7 pages Teaching Note: 8B13M004; 9B13B014 Essar Energy: Indian GAAP, U.S. GAAP or IFRS? (A) David J. Sharp; Sudershan Kuntluru; Paritosh Basu;Sanjay Chauhan; Essar Group (Essar), a large diversified conglomerate based in India, needs to raise significant capital through an initial public offering (IPO) and has to decide whether to do so through the Indian Stock Exchange, the London Stock Exchange or the New York Stock Exchange. The company will have to continue to report in Indian GAAP and, if it decides to list its IPO in the United States or Europe, it also will have to adopt either U.S. GAAP or IFRS. The chief financial officer of Essar has to recommend to management where to raise the needed capital and what accounting standard to adopt. The B case 9B13B015 discloses the decision and describes some of the implementation issues. Publication Date: June 10, 2013 Discipline: Accounting; International; Issues: IFRS Adoption; Accounting Systems; IPO Location; International GAAPs; India Industry: Utilities; Setting: India, Large, 2007 Difficulty: Undergraduate/MBA Length: 15 pages Teaching Note: 8B13B014; 9B13B015 Essar Energy: Indian GAAP, U.S. GAAP or IFRS? (B) David J. Sharp; Sudershan Kuntluru; Paritosh Basu;Sanjay Chauhan; This is a supplement to 9B13B014. Publication Date: June 10, 2013 Discipline: Accounting; International; Issues: IFRS Adoption; Accounting Systems; IPO Location; International GAAPs; India Industry: Utilities; Setting: India, Large, 2007 Difficulty: Undergraduate/MBA Length: 7 pages Teaching Note: 8B13B014; 9B13N010 Garry Halper Menswear Limited: A Loan Request for an Export Order James E. Hatch; Stephen R. Foerster; Steven Cox;Manpreet Hora; Garry Halper Menswear Limited (GHM) is a medium-sized manufacturer of superior-quality men’s suits and jackets that up to now have largely been distributed in Canada. The firm has landed a very large order for men’s suits with Sutton’s in the United States. To meet the order, the firm has decided to import partly completed suits from China. The treasurer of GHM must assess the financing needs and related risks that result from this large increase in sales. At the same time, he believes that the company’s present bank is timid in its response to the firm’s needs, and he would like to consider another banking relationship. Publication Date: May 01, 2013 Discipline: Finance; Issues: Exporting; Foreign Currency Exposure; Working Capital; Lending;

Ivey Publishing 3 New Asian Cases (English) – June 2013 Canada; United States; China Industry: Retail Trade; Setting: Canada; United States; China, Small, 2013 Difficulty: Undergraduate/MBA Length: 17 pages Teaching Note: 8B13N010; 9B13M057 Godrej Consumer Products Ltd. (A) Jean-Louis Schaan; Ramasastry Chandrasekhar; A leading consumer packaged goods company manufacturing and marketing personal care products in India is examining ways of reaching its goal of 30 per cent growth in revenues per annum year after year. It has two options. It could concentrate on organic growth in the domestic market where, in spite of some categories having reached maturity, the overall demand for its products is forecast to grow consistently up to 2025. Alternatively, it could continue the inorganic path of acquiring companies globally; this appears, so far, to be the quickest route to building scale, but the long-term prospects are not certain. Case A deals with the dilemma about the fundamental growth strategy of whether to stick to the home market or go global. Case B, 9B13M058, examines the way forward with the framework of growth that the company has developed during the interim period. The company's managing director is testing this strategic framework in light of evaluating an acquisition target in Africa that has just surfaced. Publication Date: May 07, 2013 Discipline: General Management/Strategy; International; Issues: Growth Strategy; International Expansion; Acquisition, India Industry: Retail Trade; Setting: India, Large, 2012 Difficulty: MBA/Postgraduate Length: 13 pages Teaching Note: 8B13M057; 9B13M058 Godrej Consumer Products Ltd. (B) Jean-Louis Schaan; Ramasastry Chandrasekhar; This is a supplement to 9B13M057. Publication Date: May 07, 2013 Discipline: General Management/Strategy; International; Issues: Growth Strategy; International Expansion; Acquisition, India Industry: Retail Trade; Setting: India, Large, 2012 Difficulty: MBA/Postgraduate Length: 6 pages Teaching Note: 8B13M057; 9B13M054 Grassroots Female Entrepreneurs: Rural and Urban Small Business Groups in India Neha Paliwal Sharma; Tanuja Sharma; Two female small-business entrepreneurs belonging to the poorer sections of rural and urban India were trying to arrange for funds in order to ensure the viability of their commercial ventures in the long term. They had formed self-help groups with the help of Indian government development schemes aimed at poverty alleviation and human development. The first woman experienced opposition not only from patriarchal village elders but also from her own family. She persisted in getting training and setting up a workshop to employ her female neighbours. The second woman was supported by her family but also had trouble finding a suitable venue for making and selling the work her group produced. In spite of government support and the allocation of funds to their enterprises, both women had trouble persuading the banks to loan money to them. The long-term viability of their groups was thus in doubt. Publication Date: May 24, 2013

Discipline: General Management/Strategy; International; Entrepreneurship; Issues: Female entrepreneurs; small business management; micro finance; India Industry: Agriculture, Forestry, Fishing and Hunting; Setting: India, Small, 2012 Difficulty: MBA/Postgraduate Length: 7 pages Teaching Note: 8B13M054; 9B13E007 Healthway Medical Noel Yeo; Singfat Chu; A small publicly listed company is entertaining the idea of adding nursing home management to its medical value chain, which is currently focused on consultation. Management must rely on simulation in order to determine the feasibility of operating a nursing home according to admissions protocol and subsidies granted by a governmental agency. Publication Date: April 09, 2013 Discipline: Management Science; International; Entrepreneurship; Issues: Nursing home management; simulation; revenue management; Singapore Industry: Health Care Services; Setting: Singapore, Medium, 2012 Difficulty: Undergraduate/MBA Length: 5 pages Teaching Note: 8B13E007; 9B13M050 Home Plus: Riding the Korean Retailing Rollercoaster Youngwoo Lee; Martin Hemmert; In the late 1990s, multinational retailing giant Tesco selected joint venture with the Samsung Group as its market entry strategy into South Korea and created a new brand, Homeplus. Subsequently, the management of Homeplus implemented various policies aimed at localizing the business while also introducing business practices from Tesco’s british headquarters. It invested in growth and diversification through large discount stores offering an “all in one spot” shopping experience, small-sized super-supermarkets, private brands and online shopping. At the same time, the Korean retailing industry had become much more dynamic as competition intensified between various types of market players, including strong competitors affiliated with local business groups. Homeplus needs to rethink its position in a highly challenging market environment. Publication Date: April 19, 2013 Discipline: General Management/Strategy; International; Issues: International entry mode; competetive strategy; localization; Korea Industry: Retail Trade; Setting: Korea, Large, 2013 Difficulty: Undergraduate/MBA Length: 12 pages Teaching Note: 8B13M050; 9B13M025 IBM's Digital Influence Program Asha Kaul; Varun Thappa; IBM India was experimenting with social media applications to extend its marketing mix. A social media campaign named Digital Influence was launched to gain market share for the company’s software products, influence groundswell and develop technical evangelists. Within a year, the share of voice and reach for the company’s five software brands increased significantly. However, the company’s marketing and communications director was hesitant to declare victory. Was the model sustainable? What challenges would the company face in the implementation process? Would the plan of operations continue to help the company gain market space and create technical evangelists?

Ivey Publishing 4 New Asian Cases (English) – June 2013 Publication Date: April 12, 2013 Discipline: General Management/Strategy; Marketing; International; Issues: Digital influence; blogs; social media; communication; India Industry: Information, Media & Telecommunications; Setting: India, Large, 2011 Difficulty: Undergraduate/MBA Length: 17 pages Teaching Note: 8B13M025; 9B13M033 Indigo Airlines Arpita Agnihotri; Saurabh Bhattacharya; The case focuses on the profitability of the Indian aviation industry and explains how Indigo Airlines, a new entrant in the Indian aviation space, registered profits within three years of its inception while its competitors continued to struggle with losses. The case demonstrates how a firm incorporating innovative business practices can not only survive but also earn abnormal profits. The strategies adopted by Indigo Airlines to reduce its operational cost and enhance its revenue are discussed in the case. The case also explores whether the profits earned by Indigo are sustainable in the long run and focuses on the changes in the competitive positioning of Indigo Airlines as it switches from the position of a low cost player to a hybrid player in the aviation industry. Publication Date: April 16, 2013 Discipline: General Management/Strategy; International; Issues: Innovative practices; competitive advantage; hub and spoke model; India Industry: Other Services; Setting: India, Not Applicable, 2006-2012 Difficulty: MBA/Postgraduate Length: 18 pages Teaching Note: 8B13M033; 9B13M031 International Oncology Services Private Limited Suren Mansingka; Rajesh Chakrabarti; Sonia Mehrotra; International Oncology Services Private Limited initially had plans to start operations as a stand-alone facility offering cancer care to patients in Delhi, India, but escalating real estate costs combined with the capital intensive nature of the business were a big barrier. Moreover, the high gestation period in a greenfield project led the company founders to think of an alternative business model: a collaborative arrangement on a hub and spoke basis with an established healthcare provider in the city of Jaipur. This was a success. The company could leverage the infrastructure and in-patient facilities of the partner hospital, while adding its own medical, technological and research expertise to offer services at a cost-effective price. Though the company grew rapidly in its initial years, continued success was by no means assured. The management has to decide whether to expand with a single partner or adopt a multi-partner approach to take the business to the next level of growth. Publication Date: April 24, 2013 Discipline: General Management/Strategy; International; Entrepreneurship; Issues: Emerging markets; cancer care; collaborative partnership; India Industry: Health Care Services; Setting: India, Small, November 2011 Difficulty: MBA/Postgraduate Length: 12 pages Teaching Note: 8B13M031; 9B13M039 Krohne's Entry into the Chinese Market Taohua Ouyang; Meiying Yang;Zhi Xu;Ling Ding;Tang Yao;Miao Cui; Krohne Inc. separately established a joint venture, a wholly owned sales company and a manufacturer in China. Unfortunately, although the sales channels were different, the product lines of the joint venture and the

wholly owned manufacturer overlapped. The two companies were therefore competing and unsure about which company rightfully represented the parent enterprise. In addition, the two investment parties were battling for control of the joint venture. Publication Date: May 08, 2013 Discipline: General Management/Strategy; International; Issues: Market entry; emerging market; equity recovery; China Industry: Manufacturing; Setting: China, Large, 2005 Difficulty: MBA/Postgraduate Length: 8 pages Teaching Note: 8B13M039 9B13M029 Lenovo: A Chinese Dragon in a Global Village Pascal Vidal; Pierre-Xavier Meschi; The fast rise of Lenovo among its competitors in the computer industry raised a series of questions regarding the sustainability of its competitive position, as well as the choices it had made in its efforts toward globalization. First, how could Lenovo establish and sustain a leadership role in an industry where competitive positions were increasingly unstable? Next, how could the Chinese firm build a solid competitive position in an industry characterized by smaller and smaller margins? Finally, after the acquisition of IBM’s PC business and the subsequent accelerated international expansion, could Lenovo still be considered an entirely Chinese entity or was it a truly global enterprise of Chinese origin? A video interview with Lenovo's strategy and corporate development vice-president, Lenovo: A Chinese Dragon in the Global Village - DVD, is also available. Publication Date: March 27, 2013 Discipline: General Management/Strategy; International; Issues: International expansion; growth strategy; global; China Industry: Information, Media & Telecommunications; Setting: Global; China, Large, 2011 Difficulty: Undergraduate/MBA Length: 16 pages Teaching Note: 8B13M029; 9B13B006 Levuka Sport Fishing Inc. Elizabeth M.A. Grasby; Robert Bremner; The chief financial officer (CFO) and major shareholder of a small charter sport fishing company must prepare the company books for the fiscal year according to international financial reporting standards (IFRS) rules. The CFO must deal with both finance and operating leases. Publication Date: April 03, 2013 Discipline: Accounting; International; Entrepreneurship; Issues: Accounting Transactions; Accounting Methods; Accounting Principles; Lease Accounting; Fiji Industry: Arts, Entertainment, Sports and Recreation; Setting: Fiji, Small, 2012 Difficulty: Introductory Length: 5 pages Teaching Note: 8B13B006; 9B13C007 LV Prasad Eye Institute Vasantha Kumar; S. Ramakrishna Velamuri; Wei Zhang; An entrepreneur puts his entire lifetime into building an organization. When it comes to health care in India, it is all the more difficult as there are so many hurdles, such as a huge population that cannot afford to pay, shortage of trained manpower and increasing cost of supplies. LV Prasad Eye Institute has been successful, largely because of its founder’s dedication, hard work and innovative pyramid model of organizational structure. In spite of its success, this healthcare institution faces

Ivey Publishing 5 New Asian Cases (English) – June 2013 challenges from increased competition and the lack of a succession strategy. Publication Date: May 10, 2013 Discipline: Organizational Behaviour/Leadership; Entrepreneurship; International; Issues: Innovation; rural markets; organization life cycle; India Industry: Health Care Services; Setting: India, Large, 2010 Difficulty: MBA/Postgraduate Length: 21 pages Teaching Note: 8B13C007; 9B13C009 Maruti Suzuki Limited: Industrial Relations Rashmi Kumar Aggarwal; Harvinder Singh; Rajinder Kaur; In 2011, Maruti Suzuki India Limited (MSIL), India’s largest car manufacturer, had three strikes in its new plant in Manesar, India. Although workers wanted recognition of a new union along with improved working conditions, MSIL insisted that workers be represented through the existing union that operated at a nearby plant. Tensions escalated to the point of violence and the matter caught the attention of national media, political parties, national trade unions, and central and state governments. Due to these strikes, MSIL struggled in terms of reputation and market share, and its component suppliers stockpiled inventory. After a series of hectic parleys and stressful episodes, the two parties reached an agreement. However, there were serious doubts as to its longevity and whether Suzuki’s Japanese management style was suitable in an Indian context. Publication Date: May 13, 2013 Discipline: Organizational Behaviour/Leadership; Issues: Industrial relations; strike; automobile sector; strategy; India Industry: Manufacturing; Setting: India, Large, 2011 Difficulty: MBA/Postgraduate Length: 12 pages Teaching Note: 8B13C009; 9B13M034 Micro Labs Limited: Planning for the Future Anand K. Joshi; Madhavi Lokhande; G.R. Savitha; The pharmaceutical industry prides itself on being the second largest growth industry in India; by the year 2015, it will be the third largest industry in the world. One of its major players, Micro Labs Limited, was established to provide quality healthcare products at an affordable cost. From supplying antibacterial antiseptics and vitamins to a local market, the company has expanded both nationally and internationally in such fields as eye care, heart disease, diabetes, neuropsychiatry, dermatology, paediatrics and gynecology. It not only provides training for specialists in its various sectors, but has a strong emphasis on research and development of new drugs and licensing them internationally. The founder’s sons have taken over the firm and now must decide how to maintain its competitive edge and how to achieve its goal of becoming a $1 billion company while respecting and enhancing their father’s vision for the brand. Publication Date: April 12, 2013 Discipline: General Management/Strategy; Entrepreneurship; International; Issues: competetive advantage; capital structure; sustainability; expansion; family businesses; strategic decisions; India Industry: Health Care Services; Setting: India, Large, 2011 Difficulty: MBA/Postgraduate Length: 11 pages Teaching Note: 8B13M034; 9B13C010 Motivated Reasoning, Leadership and Team Performance Syed Salman Ahmad; Sheetanshu Mishra;Santosh Kumar;

This case revolves around the experiences of an MBA student at an Indian business school. The student is dynamic, capable and intent on high achievement, but his pursuit of recognition eventually hampers his and his team’s learning and performance. The case is based on an event that happens within a course on organizational behaviour where the student makes a major mistake in his analysis of a case due to his need to demonstrate his competence and validate himself. This hurts his and his team’s performance on an assigned task. After the event, the student and his team members reflect on the events that led to this mistake. They also take the Myers-Briggs Type Indicator (MBTI) and the Fundamental Interpersonal Relations Orientation - Behavior (FIRO-B) assessments to determine their personality preferences and interpersonal needs that might have influenced the team’s functioning. Publication Date: May 07, 2013 Discipline: Organizational Behaviour/Leadership; International; Issues: Personality motivation; perception decision-making; group dynamics leadership; learning performance; India Industry: Educational Services; Setting: India, Large Difficulty: Undergraduate/MBA Length: 7 pages Teaching Note: 8B13C010; 9B13M048 redBus: The Next Step for Growth Sandeep Goyal; Amit Kapoor; M.P. Jaiswal; redBus has enjoyed tremendous success in the structurally unattractive, fragmented, and non-transparent market for private bus travel bookings by introducing a technology platform to bridge the supply-demand gap in real-time. This technology platform connects the bus operators, travel agents, and bus travelers in a seamless and transparent manner. redBus is considered an industry transformation change agent that has altered the dynamics of the bus travel booking industry by using a disruptive business model to eliminate the pain points of the bus operators and travelers and provide greater convenience and efficiency. This case examines the evolution of the company’s business model and considers redBus’s next growth step. Should it expand beyond the Indian market to receptive Western and Asian markets, diversify its portfolio of service offerings to include air travel, hotels, and tour packages, or simply continue to focus on what it does best? Publication Date: May 15, 2013 Discipline: General Management/Strategy; International; Entrepreneurship; Issues: Business model; business model innovation; industry transformation; e-commerce; India Industry: Transportation and Warehousing; Setting: India, Large, 2012 Difficulty: MBA/Postgraduate Length: 15 pages Teaching Note: 8B13M048; 9B13E015 SAP Labs: Staff Requirements Ajith J. Kumar; Amit Kumar Pansari; The associate project manager for the Indian branch of SAP Labs, a multinational enterprise that provides software and software-related services, has been meeting with his manager to discuss ways to estimate staff requirements across shifts for the company’s provisioning team. The team works three shifts, 24 hours a day, seven days a week and services multiple types of requests in the form of tasks, which have one of seven priorities assigned to them. Service level agreements with customers require that the initial reaction time of the team meet specific requirements, which differ across priorities. Employing service agents involves costs for the organization. The project managers must identify a shift schedule that minimizes the number of staff used in a service setting while meeting the service level agreement expectations. Publication Date: May 14, 2013 Discipline: Management Science; International;

Ivey Publishing 6 New Asian Cases (English) – June 2013 Issues: Discrete-event simulation; staff scheduling; service operations; optimization; India Industry: Information, Media & Telecommunications; Setting: India, Large, 2013 Difficulty: MBA/Postgraduate Length: 10 pages Teaching Note: 8B13E015; 9B13D011 School Chaley Hum: Optimizing Students' Commute to KPS Omkarprasad S Vaidya; David Sparling; Rohit Bhagat; A privately managed school in Raipur, India, is faced with concerns from parents regarding long commutes face regularly by students. The school has grown from a modest 89 students and 12 faculty members in 1993 to more than 2,700 students. Today, student commutes range from a few steps to several kilometres on school buses of varied capacities. While the transportation manager has been making adjustments to bus routes and capacity at the beginning of each term, the issue has become too large for one person to manage. In response, management decides to hire a consulting firm specializing in supply chain modeling to find a solution that would reduce not only students’ travel times but also fuel consumption and greenhouse gases emitted by the buses, thereby reducing the school’s carbon footprint. Publication Date: May 14, 2013 Discipline: Operations Management; International; Entrepreneurship; Issues: Vehicle routing problems; TSP; short distance haul; India Industry: Educational Services; Setting: India, Large, 2012 Difficulty: Undergraduate/MBA Length: 11 pages Teaching Note: 8B13D011; 9B13C006 When There Is No Will, Is There a Way? Rajiv Agarwal; Samish Dalal; This case examines the mindset of a father who faces a complex situation when his adult son, who works with him in the family business in India, begins pressuring him to make a will. The father’s thought processes are revealed as he tries to understand the reasons behind his son’s motivation. The case explores the issue from the father’s point of view. It examines his hesitation to make a will and the points in favour of doing so. Publication Date: April 09, 2013 Discipline: Organizational Behaviour/Leadership; International; Issues: Succession planning; will-making, family business; India Industry: Manufacturing; Setting: India, Large, 2012 Difficulty: Undergraduate/MBA Length: 3 pages

Teaching Note: 8B13C006; 9B13C008 Work from Home: Curse or Boon? Ashok K. Mishra; Sangeeta Shah Bharadwaj; KSOIL has a project that bills customers on units of documents delivered. The productivity of employees is evaluated on the same basis. The output of the home-based team has increased two to three times compared to its previous office-based performance. As a result, the rewards and compensation for the home-based team have doubled compared to office-based employees. The head of HR is convinced home-based workers are using unfair means to achieve such high output. She is against the decision of the project manager to increase the size of the home-based team. She believes this will only increase the unrest among office-based workers. The general manager needs to make a decision soon, while keeping in mind the profitability, employee welfare and ethics of the firm. Publication Date: May 01, 2013 Discipline: Organizational Behaviour/Leadership; International; Issues: Business ethics; work life flexibility; outsourcing; home-based working; India; United States Industry: Professional, Scientific, and Technical Services; Setting: India; United States, Large, 2011 Difficulty: Undergraduate/MBA Length: 14 pages Teaching Note: 8B13C008; 9B12M121 Yamato Transport: Replicating Japanese Success in Singapore Abhishek Aggarwal; Rohit Kadam; Lawrence Loh; Yamato Transport, Japan’s leading parcel delivery company, experienced internationalization and geographical diversification issues. When it launched its operations in Singapore in 2010 with a view to further branching out into Southeast Asia, the company faced challenges owing to different cultural and social landscapes, difficulties penetrating a small and saturated market, and problems hiring manpower aligned with the company’s business model. The key success factors for Yamato Transport in Japan and their applicability in Singapore are analyzed. What will it take for Yamato Transport to succeed in Singapore when pitted against the mighty SingPost? Publication Date: May 09, 2013 Discipline: General Management/Strategy; International; Issues: Foreign market entry; delivery industry; global; cross-cultural; Japan; Singapore Industry: Other Services; Setting: Japan; Singapore, Large, 2010 Difficulty: Undergraduate/MBA Length: 18 pages Teaching Note: 8B12M12

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