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Asian Journal of Management Cases

DOI: 10.1177/097282010900600201

Asian Journal of Management Cases

2009; 6; 71

Summaries and Discussion Questions

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UMMARIES AND DISCUSSION QUESTIONS

B

USINESS-TO-BUSINESS INTERACTION: LESSONS FROM A CASE-BASED IN-CLASS SIMULATION

Abstract:

Inter-organizational relationships involve active interfacing between organizations

that are pursuing different goals while being dependent on each other at the same

time. Hence, Business-to-Business (B2B) interaction can be characterized by a high degree

of complexity, involving issues and concepts stemming from Purchasing, Marketing, Key

Account Management or Negotiation. This article shows how a business case may be a

pertinent tool to teach B2B interaction in such complexity. Based on his experience in

designing a case study for a B2B Marketing course at ESSEC Business School, the author

fi rst discusses the institutional and historical context of this ‘real-life’ experience, and

describes the case scenario and issues. The second part of the paper shows to what extent

the management of B2B interaction, as a professional fi eld, is a good candidate for case

teaching as a result of its complexity. Through the example introduced at the outset, the

author shows how a case-based B2B negotiation simulation actually addresses the training

challenge by ensuring ‘high impact learning’ as defi ned by IMD (IMD, 2005). In the third

and last part, the paper discusses how ensuring real learning effi ciency also highly depends

on how the case-teaching process is driven, especially through case format and

structure, preparation and teaching scenario, facilitation method and time management.

The conclusion underlines the fact that the returns in training effi ciency largely justify

the intense work of case design in this context, provided that the case teaching process

is well managed.

Keywords:

Asymmetric information, business-to-business, case method, key account

management, marketing, negotiation, reverse marketing, strategy, technology.

I

DEA CELLULAR’S ACQUISITION OF SPICE TELECOM

Abstract:

The case discusses the antecedents before the merger between Idea Cellular

Ltd and Spice Telecom. It describes the evolution, fast growth and structure of the Indian

mobile telecommunications industry; provides a brief profi le of the fi rms involved; describes

the merger/deal and highlights the issues involved (especially regulatory) in

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AGE PUBLICATIONS LOS ANGELES/LONDON/NEW DELHI/SINGAPORE/WASHINGTON DC

DOI:

10.1177/097282010900600201

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SIAN JOURNAL OF MANAGEMENT CASES, 6(2), 2009: 71–75

72

completing the merger. Idea Cellular Ltd., part of the diversifi ed Aditya V. Birla Group,

had announced its intent to acquire Spice Telecom, an independent mobile services company

that was operating in two circles—Punjab and Karnataka, but held licenses in

multiple circles. As part of the deal, TMI (a subsidiary of Telekom Malaysia) swapped its

stake in Spice Telecom to acquire stake in Idea Cellular. However, the regulator, Department

of Telecommunications (DOT) raised objections on the merger citing the revised

M&A guidelines that restricted a company from owning more than a 10 per cent stake

in two licenses in the same circles. This case provides learners with opportunities to

(

a) appreciate the complementarities of the M&A intent of all the fi rms involved and

(

b) analyze the deal structure and critically evaluate the options before the two companies

in addressing the DOT objections.

Keywords:

Idea Cellular, Spice Telecom, TM International, merger, Indian Telecom

Industry, regulation.

Discussion Questions

1. Do you think Idea Cellular should go ahead with the acquisition of Spice Communications?

What are the motives for Idea to acquire Spice? What are the possible

benefi ts to Idea Cellular as a result of this acquisition?

2. What would be the role of TMI in the merged entity? Should Idea Cellular buy out

TMI’s stake as well?

3. How should Idea Cellular and Spice Telecom handle the revised M&A guidelines

issued by DOT?

W

AL-MART’S ENVIRONMENTAL STRATEGY

Abstract:

The case looks into the evolution of environmental strategy at Wal-Mart. From

being an organization that was the target of extensive public criticism due to a number of its

corporate policies, Wal-Mart emerged as one of the most talked about green organizations

of the world. The case tries to explain the green initiatives undertaken by the company

that resulted in the company gaining acclaim. The case explains the impacts of Wal-Mart’s

green strategy and also factors like leadership and strategy alignment that contributed

to its success.

Keywords:

Green strategy, environmental strategy, corporate strategy, business strategy,

cost strategy, environment, green washing, waste, supply chain management, value networks,

sustainable development, sustainability.

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UMMARIES AND DISCUSSION QUESTIONS 73

Discussion Questions

1. How did Wal-Mart respond to the criticism of green washing?

2. Assess the factors that resulted in the success of Wal-Mart’s green strategy.

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ANAGEMENT OF MULTI ALLIANCES FOR

I

NNOVATION—SONA KOYO STEERING SYSTEMS LIMITED INITIATIVES

Abstract:

Sona Koyo Steering Systems Limited (SKSSL) is one of the major automobile

component manufacturing organizations in India. A decade ago, SKSSL realized that they

could not totally depend upon their technology partners for orders, but needed to expand

independently within the global market. The company had to become a partner of

choice for its technical partners as well as for its global corporate customers. It was facing

constraints because of contractual obligations, under which the organization could not

supply auto components to its partners’ customers. Further, constraints were imposed by

the Research and Development (R&D) investments and establishments. This case is about

how Dr Surinder Kapur, founder chairman of SKSSL, was able to strategically increase the

company’s global customer base and take the organization on the path of innovation.

Keywords:

Innovation, alliances, academia, strategy, automobile, technology, partnerships,

India.

Discussion Questions

1. (a) Discuss any one alliance mentioned in the case with reference to strategic alliance

formation stages?

(b) Collaboration with academic institutions can often lead to innovation which is

not practical and applied. Give reasons whether you agree or disagree. How is the

outcome of tie-ups with academic institutes like the Institute of Technology (IIT)

different from R&D consultancies like Innosight?

2. SKSSL is focused on ‘steering’ as an auto-component. As a management consultant,

what would you advise the SKSSL Management in terms of expanding research initiatives?

Explain your view further to include whether SKSSL should diversify or

not?

3. What should be the level of indigenous R&D Infrastructure at Sona Koyo (Choose

from any one of the following):

(a) 100% indigenous R&D

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SIAN JOURNAL OF MANAGEMENT CASES, 6(2), 2009: 71–75

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(b) Indigenous R&D with technical collaborations

(c) No indigenous R&D and total dependency on technical collaborations?

4. Which technical collaborations would be appropriate for SKSSL (Select multiple

options, if required, with adequate reasoning for each):

(a) Collaboration with technical academic institutions with no equity.

(b) Collaboration with international auto-component companies with equity

stake.

(c) Buying technology from international auto-component companies with no

equity stake.

5. Focus on new product development can lead to the neglect of improvements or

improvisation on existing products. Do you agree or disagree with this statement.

Please give reasons for your answer.

6. Given a limited investment budget, which is more prudent?

(a) Investment in improving production processes and quality systems.

(b) Investment in R&D for existing product improvisations.

(c) Investment in alliances with institutes for new products or process development.

Give reasons for your selection.

P

OLO LOUNGE—THE RESTAURANT IN A COLONIAL SETTING

Abstract:

The case study focuses on the start-up decision of the entrepreneurial venture

pursued by (two women) Hina Khar and Aasma Ramday. The young women entrepreneurs

are confi dent about their idea to open a restaurant and also have adequate resources to

pursue their venture. However, they are apprehensive regarding their lack of experience in

managing a restaurant business. Furthermore, they are also concerned about the fact that

the restaurant is based on a novel concept and will be located away from the hub of the

main eateries in the city. Therefore, prior to fi nalizing their decision, the two entrepreneurs

want to ensure that all the risk factors are meticulously analyzed and a thorough business

plan is formulated to minimize the risks inherent in the new venture.

Keywords:

Entrepreneurship, business plan, women entrepreneurs.

Discussion Questions

1. What are the entrepreneurs’ explicit and implicit concerns about the project?

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UMMARIES AND DISCUSSION QUESTIONS 75

2. Review Hina and Aasma’s profi le to assess their level of expertise and compatibility

with each other. Also highlight partnership issues, if any.

3. Using the Venture Opportunity Screening Guide, conduct an in-depth assessment

(SWOT) of the Business Plan in order to determine the project’s potential for its

survival and success.

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