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Q.5 Case studyOn December 14, 2012, French-Dutch airline, Air France KLM SA (Air France-KLM), announced an addition of €500 million (USD654 million) to its savings target for 2013-14, in an effort to match the margins of its competitors. This move was a crucial part of their Strategy Execution – On December specifically aimed at ensuring financial stability. Earlier in 2012, the airline had announced a plan for a €1.4 billion investment in 2013, followed by a further €1.6 billion investment in 2014 as part of its “Transform 2015” plan. However, with the new savings target, investment would be cut by €500 million, out of which Air France would contribute €300 million while the remaining €200 million would be cut from KLM’s budget. After the changes, Air France-KLM’s capital expenditure would be €1.1 billion in 2013 and €1.4 billion in 2014. “This is a necessary reduction, but given the group’s younger fleet age versus competitors they have the flexibility to do it. The Transform plan is gathering pace and should be well on track to deliver,” said analyst Donal O’Neill at Goodbody Stockbrokers. Air France-KLM was formed through a merger of French and Dutch carriers in 2004. With sound financials in the initial years, the merged entity became an example of how a cross border merger could prove a success. However, from 2009, the company was struggling to remain competitive in the changing global aviation industry. In 2011, the company’s net debt was at €6.5 billion, €2 billion more than it had been the previous year. Thecompany also incurred a substantial operating loss for the fourth consecutive year in 2011. It attributed its deepening indebtedness toincreasing fuel costs, competition from low-cost airlines, and the aftereffects of the financial crisis. “We have been incapable of financing our investments for the past three years, as we don’t generate enough cash flow,” said Alexandre de Juniac (Juniac), CEO of Air France. The company had announced the “Transform 2015” plan in January 2012. This included reducing unit costs by 10 percent and slashing €2 billion from its net debt by the end of 2014. The company also planned to cut some 5,000 odd jobs to turn around its short- and medium-haul business. Aviation experts welcomed the restructuring initiatives of Air France-KLM. However, they were worried about whether the company would be able to achieve the targets mentioned in “Transform 2015”. According to a Bank of America report published in March 2012, “the core structural longer-term issue of value destruction in this business remains unresolved”. Strategy Execution – On December On September 30, 2003, Air France and KLM announced their intention to merge through a public exchange offer. In May 2004, the two merged to form the largest European airline group, Air France-KLM. On May 5, 2004, Air France-KLM shares were listed for trading on the Euronext Paris and Amsterdam markets as well as on the New York Stock Exchange. Two days later, Air France was privatized following a transfer of the majority of its shares to the private sector, thus diluting the French government shareholding. On September 15, 2004, the group’s organizational structure was finalized with the creation of the Air France-KLM holding company,regrouping the two airline subsidiaries, Air France and KLM. The merger between Air France and KLM was a unique example, not only because it was a cross border merger, but also because two airlines with different cultures formed one company where both companies kept their brands alive by flying their planes under their respective names. In the initial years, the merger was considered a success story, because of early anticipation of the needs of consolidation in the European aviation industry. In 2007, the company completed its first phase of integration and became the best performing airline globally in terms of profitability. It was a global leader covering 240 destinations in 105 countries with its 900 aircraft. In the financial year 2006-07 ended March 31, 2007, Air France-KLMgenerated revenues of € 23.1 billion, an increase of 7.6 percent year on year. However, the company started facing problems from 2008. The global financial crisis of 2008-09 affected the airline industry very badly. The industry responded by reducing capacity and cutting costs. In the financial year 2008-09, Air France-KLM reported revenues of €23.97 billion and an operating loss of €129 million. From then onward, the airline started struggling to improve its financials. In the financial year 2009-10, Air France-KLM reported a 15 percent decline in revenues to €21 billion, and an operating loss of €1.28 billion. Strategy Execution – On December In 2012, Air France-KLM continued to counter the effects of downturns in its domestic market as well as in several of its foreign markets: Japan, the Middle East, and North Africa. In France, the company was grappling with high costs due to increasing fuel prices. Moreover, weak economic growth due to Europe’s financial crisis aggravated the problems for the airline. On October 8, 2012, Air France-KLM and Etihad Airways signed an agreement to codeshare on flights across the airlines’ networks. The codeshareagreement would allow both airlines to offer joint codes on destinations in Europe, the Middle East, Asia, and Australia. At the same time, Air France- KLM also announced another codeshare agreement with Air Berlin , in which Etihad Airways held a 29.21 percent stake Question:(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.4 Case studyIn July 2013, Yasumori Ihara (Ihara), Executive Vice President of Toyota Motor Corporation was readying plans to bolster Toyota’s position in the emerging markets by expanding operations into Cambodia, Myanmar, and Kenya. According to Ihara, who was in charge of the company’s emerging markets business, “Compared with North America, Europe, or Japan, where buyers are mostly replacement buyers, it’s mostly first-time buyers in emerging markets. It’s where the future growth is.” This was a prime example of Strategy Execution – In July 2013. The Japan-based Toyota was the world’s largest automaker with a presence in more than 170 countries. In March 2011, Toyota announced its ‘Global Vision’ in which emerging markets were given particular importance as part of its strategy. The company wanted to get 50% of its global sales from the rapidly growing emerging markets by 2015. The company considered China, Southeast Asia, India, and Brazil as its key emerging markets. In 2012, Toyota’s consolidated vehicle sales was 8.7 million units, out of which 3.7million were sold in emerging countries. But in the second half of 2013, Toyota was facing intense competition from its rivals both in the developed as well as the emerging markets. The company had invested a huge amount in emerging markets, but key emerging markets were facing a lot of volatility and sluggish growth. There were concerns that these markets were no longer attractive enough. In addition to getting Toyota’s emerging markets strategy right, Ihara’s main responsibility was to reverse the disastrous sales decline in China, where consumers were boycotting Japanese-built cars due to diplomatic tensions over some disputed islands. Strategy Execution – In July 2013 The global automotive market was highly competitive and competition was likely to intensify further with continuing globalization. The factors affecting competition included product quality and features, safety, reliability, fuel economy, the amount of time required for innovation and development, pricing, customer service, and financing terms. With growing economies and a low vehicle penetration rate, emerging markets were considered as the key source of growth for the global automobile industry. According to the International Monetary Fund, between 1988 and 2011, while the developed markets’ of global GDP declined from 61% to 49%. Toyota’s presence in the emerging markets dated back to the 1960s when it used to sell vehicles in markets like Taiwan, Brazil, South Africa, Thailand, the Philippines, Malaysia, Russia, and China. In the initial years, Toyota was mostly exporting vehicles from Japan to these countries as it only had production facilities in Brazil, South Africa, and Thailand. During the 1970s, Toyota started producing multipurpose vehicles in th Philippines and Indonesia as families in these two countries tended to be large and therefore vehicles that could be used both for business and family were preferred. In 1976, Toyota launched the Tamaraw in the Philippines followed by the Kijang in Indonesia in 1977. In the 1980s, Toyota started producing vehicles in Taiwan and Malaysia followed by India in the 1990s. By the 2000s, Toyota had production facilities in all these emerging markets. In an effort to increase its presence in the emerging markets,Toyota began strengthening its supply system in the emerging markets and increasing localization. During the 2000s, the company set up a local parts distribution network and a supply chain to provide greater autonomy to affiliates in the emerging markets. Strategy Execution – In July 2013 Toyota’s presence in South East Asia dated back to the 1950s. By 2012, Toyota had 14 production companies in Thailand, Indonesia, thePhilippines, Malaysia, and other Southeast Asian countries. Under the Innovative International Multi-purpose Vehicle (IMV) project launched in 2004, Thailand and Indonesia became Toyota’s global production centers. By 2012, Toyota was the market leader in Thailand, Indonesia, the Philippines, Taiwan, Brunei, and Vietnam. The IMV Project was intended to create an efficient production and distribution structure for pick-up trucks and multipurpose vehicles to meet the needs of consumers globally. Toyota applied the ‘genchi genbutsu’ approach to observe and analyze the needs of each region and the types of vehicles used in those regions to develop andintroduce IMVs. The IMV project included manufacturing diesel engines in Thailand, gasoline engines in Indonesia, and manual transmissions in the Philippines and India. The IMV project adopted a leaner development process based on a common platform, and developed five vehicles: three pickup trucks, a minivan, and an SUV, especially developed in 2004 for launch in over 140 countries. Though Toyota was still the #1 automaker in mid-2013, its position was coming under threat from a resurgent GM and Ford in the US market. Competition was catching up in the hybrid car market too. In its home market, the company was hit hard in late 2012, after government incentives for consumers to buy fuel-efficient models expired. In 2013, the Yen declined more than 12% against the dollar. In emerging markets, Toyota had to contend with intense competition from other Japanese companies such as Nissan, Honda, and Suzuki, some of which had managed to entrench themselves in key emerging markets. Companies such as GM and Germany basedVolkwagen were also pushing ahead with their own emerging strategies. In 2008 and 2009, analysts were expecting emerging markets to become a safe haven for investors, considering the recession in the US and Europe post the global financial crisis. But as of 2013, while developed economies seemed to be strengthening, the emerging markets had underperformed in the previous couple of years. Analysts were also concerned about the vulnerability of the emerging markets which reacted strongly to modest changes in the world economy. In mid-2013, many emerging markets werestruggling with rapid depreciation of their currencies. Countries such as Brazil, India, South Africa, and Indonesia were among the worst affected. Strategy Execution – In July 2013 Between May and September of 2013, while the Indian Rupee fell by 21%, the Brazilian Real fell by 17%, followed by the Indonesian Rupiah (15%), the Thailand Baht (8%), and the Russian Ruble (6%). Central banks in key markets like Brazil and India were working frantically to

Q.3 Case studyStarbucks Growth StrategyIn 1971, three academics, English Teacher Jerry Baldwin, History Teacher Zel Siegel and writer Gordon Bowker opened Starbucks Coffee, Tea and Spice in Touristy Pikes Place Market in Seattle. The strategy execution – in 1971 by the three founders was inspired by entrepreneur Alfred Peet (whom they knew personally) to sell high-quality coffee beans and equipment. The store did not offer fresh brewed coffee by the cup, but tasting samples were sometimes available. Siegel will wore a grocers apron, scooped out beans for customers while the other two kept their day jobs but came by at lunch or after work to help out. The store was an immediate success, with sales exceeding expectations, partly because of interest stirred by the favorable article in Seattle Times. Starbucks ordered its coffee-bean from Alfred Peet but later on the thr partners bought their own used roaster setting up roasting operations in a nearby ramshackle building and developed their own blends and flavors. By the year 1980s the company had four Starbucks Stores in Seattle area and had been profitable every year. Later on, Siegel left the company and Jerry Baldwin took over day-to-day management of the company. Gordon Bowker remained as an owner but devoted most of his time in his Design Firm. In 1981, Howard Schultz, the vice president of U.S operations for Swedish Maker of stylish kitchen equipment and coffeemakers decided topay Starbucks a visit. He was curious about why Starbucks was selling so many of his company products. He was impressed with the company management and the quality products the make. Schultz asked Baldwin whether there was any way he could fit into Starbucks and it took long time to decide his request. He tried many times till one day he was given a job of heading marketing and overseeing the retail stores. Howard Schultz spent most of his working hours in the four stores learning the retail aspects of the company business; Schultz was overflowing with ideas for the company. His biggest inspiration and vision for Starbucks future came during 1983 when the company sent him for an international house wares show to Milan, Italy. There he spotted an espresso bar and went to take a coffee. He was impressed with the coffeehouse services anddecided to stay at Milan for a week to explore all coffee bars and learned as much as he could about the Italian passion for coffee drinks. He made a decision to serve fresh brewed coffee, espressos, and cappuccinos in its stores and try to create an American version of Italian coffee bar culture. He shared his idea with Baldwin and it took nearly a year to convince Jerry Baldwin to let him test an espresso bar. In April 1984, the first espresso bar was opened and it was a successful too. Yet Baldwin felt something is wrong. After Schultz failed to convince Baldwin for the expansion of business, he left Starbucks in 1985. Schultz started the “Il Giornale” coffee bar chain in 1985 and the coffeehouse was very successful. In 1987 Starbucks owner Jerry Baldwin and Bowker decide to sell the whole Starbucks chain to Schultz’s Il Giornale, which rebranded the Il Giornale outlets as Starbucks and quickly began to expand. Starbucks opened it’s first locations outside Seattle at Waterfront Station in Vancouver, British Columbia, and Chicago, Illinois, that same year. At the time of its initial public offering on the stock market in 1992, Starbucks had grown to 165 outlets. In 2009 The Company plans to open a net of 900 new stores outside of the United States. Today, Starbucks coffee shops and Kiosks can be found in a variety of shopping centers, office buildings, bookstores, and other outlets. Starbucks is capitalizing on taste changes that predate the company’s founding. In the early 1960’s, American adults consumed on an average of three cups of coffee each day. Today, consumption has declined to less than two cups, with only half of American adults as coffee drinkers. During this time decaffeinated coffee sales soared. In addition, a new category of intensely loyal coffee drinkers was born. This group of adults consumes “specialty” or “premium” coffees, including regular and decaffeinated versions with a variety of origins and flavors. Sales of specialty coffee have climbed from about $45 million annually to more than $2 billion today, accounting, forabout 20 percent of all coffee sales. Because Starbucks markets whole beans and coffee beverages, its competition comes from two distinct groups of firms. A number of regional coffee manufacturers distribute premium coffees in local markets, while several large national coffee manufacturers such as Nestle, Proctor & Gamble, and Kraft General Foods market and distribution specialty coffeesin supermarkets. Coffee beverages are distributes by restaurants, grocery stores, and coffee retailers. Seattle’s Best Coffee is a fierce competitor. Chairman Howard Schultz projects that Starbucks will grow from its present 6,000 stores to more than 20,000, 75 percent of which are in the Unites States. The company added 280 intentional locations in 2001 and is targeting an additional 650 stores in Europe by 2004 and 900 locations in Latin America predominantly Mexico by 2005, Starbucks is also moving into China. Retail stores account for more than 80 percent of revenues, with specialty operations accounting for the remainder. Question:(5 × 4 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.1 Case studyDiscourse AnalysisBill Corwin was employed by a large bank for several years. He started as a messenger, and then was assigned to a branch. He progressed in this branch from a bookkeeping clerk to a platform assistant. In this position he had a variety of duties largely centring on administrative assistance to the officers of the branch The bank’s many branches were divided regionally, each region having a group of officers responsible for the branches in that region. Bill was transferred from the branch in which he had worked for 12 years to abranch in another region. At the time of his transfer he was told that the branch was completely “run down” as to operational procedures and systems. The branch had a normal complement of 4 officers and 35 staff members. One month prior to Bill’s transfer, one of the four officers had retired, and two weeks after this retirement the branch manager was hospitalized with serious illness. When Bill arrived at his new assignment, he found a rather demoralized situation. Complete lack of interest was shown by two remaining officers and the rest of the staff was not properly trained or disciplined. The two officers did not know Bill, and they wereinformed by the regional office that he was being assigned to the branch as a platform replacement for only two weeks, focusing on improving strategy execution. During his first week at the branch Bill discovered that the senior clerks were not qualified to train other staff members, customer complaints were rampant, there was both a record of excessive absenteeism and excessive overtime, and the branch had received very poor audit report by the bank’s internal auditors with the same major exception reported on the previous four audits. For effective strategy execution, Bill Corwin identified these issues and started planning solutions. After two weeks Bill was called to the regional office and offered the job of operations officer. He was told that he would receive the official title in two months. He was also told that the present operations officer, who had held the job at this branch for seven years, was to be relieved of all operational responsibilities and that he would be instructed to work with Bill until the branch was functioning effectively. Bill returned to the branch and started on his assignment. He found the former operations officer cooperative for about one week. Bill then decided to go ahead without the help of the former operations officer. Over the next three months he worked almost every night until 8:00 or 9:00p.m. He tried to correct the problem that had developed over several years. The training of employees involved considerable time, and he found it necessary to release 12 clerks who were causing trouble in various ways. Implementing strategy execution, Bill finally saw improvements. The remaining staff and replacements started to function smoothly. He received his title as promised. Then the branch manager returned to work after his prolonged illness. A week after his returned, he called Bill to his office and questioned his efforts in this branch. He told Billthat the former operations officer had mentioned that he was an upsetting influence in the branch, had fired several good people, did not know his job, and that he left his job early several days a week. Questions(4 × 5 = 20) Do you believe that Bill can function effectively as a manager in this branch? If you were Bill, how would you answer the branch manager about his strategy execution? Did the regional office handle Bill’s transfer properly? What should be done by the regional office now to support Bill Corwin’s strategy execution? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.4 Case studyBigBasket.com (BigBasket), an online grocery store in India, saw a 900% surge in orders within a span of one month in April 2020. This was during a time when the entire country was under complete lockdown to curb the spread of the deadly Coronavirus Disease 2019 (COVID-19). COVID-19 was spreading across the globe like wildfire from the beginning of the year 2020. Since it was a contagious disease with no treatment in sight, there were global restraints on travel and any kind of movement. The first case of COVID-19 in India was reported in January 2020. By March 2020, India was well in the grip of the deadly virus. The Indian government spranginto action and declared lockdowns and curbs on travel. Initially, the lockdown was declared for 21 days, ending on April 14, 2020. But it was extended several times. The lockdown, however, allowed essential services including delivery of medicines and groceries to function. This case study examines Operations Management – BigBasket.com strategies during this unprecedented time. The year 2020 was marked by a pandemic that affected the entire world. COVID-19 spread to almost every country across the globe. By May 06, 2020, more than 3 million people had been affected globally by the virus and there were 258,394 reported deaths. India reported 49,436 people infected and 1,695 deaths. COVID-19 was a communicable disease caused by the coronavirus. People infected with the virus experienced respiratory illness. Covid-19 was closely related to the Severe Acute Respiratory Syndrome (SARS) and the Middle East Respiratory Syndrome (MERS), which had caused havoc in several countries earlier. COVID-19 was different from SARS and MERS in that the scope of disease was wide. Around 80% of people had mild symptoms whereas there were also many infected people who showed no signs of the infection. This made it difficult to control the spread of the disease. By May 2020, the total number of people affected globally by COVID-19 was 4,943,000 and 6.5% of them were reported to have died. On January 30, 2020, India’s first COVID-19 case was reported. The infected person was a student from Kerala who was studying at Wuhan University and had come home for the vacations. Initially, the virus was detected only among those who had returned from China. But soon people with a travel history to Europe also started reporting the disease as the virus had several European nations in its grip. Experts believed that lockdowns were an effective way to curb the spread of COVID-19 but there were also concerns regarding the lack of preparations regarding the supply of food, medicine, and other essential items under the lockdown. Since there was noprior information about the lockdown, supply chains were broken, leading to concerns regarding the livelihoods of many people. BigBasket, an online grocery delivery service in India, was launched in the year 2011 by VS Sudhakar, Hari Menon, Vipul Parekh, V S Ramesh, and Abhinay Choudhari. Headquartered in Bengaluru, its key investors included Alibaba, Helion Venture Partners, Bessemer Venture Partners, Abraaj Group, and LionRock Capital. The convenience and wide range of products that came with online shopping helped BigBasket in increasing its customer base. It also introduced services like BBDaily which worked like a subscription service for daily delivery of eggs, milk, bread, and other essentials. Through robust operations management, BigBasket.com ensured timely deliveries despite the challenges. Its major competitors included Amazon, Grofers, and Flipkart. BigBasket decided to suspend its services from March 24, 2020, after many of its delivery executives complained about being beaten up by police as well as harassed by some local goons. On March 25, 2020, BigBasket put up a notification on its website stating, “Dear customer, we are not operational due to restrictions imposed by local authorities on the movement of goods in spite of clear guidelines provided by central authorities to enable essential services. We are working with the authorities to be back soon to improve Operations Management – BigBasket.com.” With the threat of the virus looming large, there were lockdowns across the country and humongous uncertainty on what the turn of events would be, going ahead. With so much uncertainty, people resorted to doing everything from bulk buying (Exhibit III) to online shopping (Exhibit IV) to ensure their safety and to brace themselves up for difficult times. Due to the surge in demand and some governmental restrictions, BigBasket had a huge backlog of orders. It needed more delivery executives to clear the backlog. The delivery executives of BigBasket stated that the company was toiling to gather resources to drive vehicles and to bring goods from warehouses, which is crucial in operations management – BigBasket.com during such crises.Question:(10 × 2 = 20) Elaborate use of business process re-engineering to manage a crisis. What are the importances of supply chain collaboration? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.3 Case studyABC Ltd. is the country’s largest manufacturer of spun yarn with well established market. ABC Ltd. has good reputation for quality and service. Their marketing department identified that the potential for global market is expanding rapidly and hence the company undertook exercise for expansion of the capacity for export market. This significant growth required a thorough review of Operations Management practices at ABC Ltd. The company formed team of Marketing and Materials department to study the global logistics possibilities. After extensive study, the team came up with a report on global logistics and submitted that global logistics is essentially same as domestic due to following similarities: The managing committee had an emergency meeting to discuss this and the export manager was entrusted with the task of identifying the reasons for this decline. Mr. Ganesh decided to visit the customers for getting the first hand information. When he discussed the matter with the customers, the feedback on the quality and price were good but the customers were very upset on the logistic services due to delayed shipments, frequent changes in shipping schedules, improper documentation, improper identifications, package sizes, losses due to transit damages etc. After coming back, the export manager checked the dispatch schedules and found that production and ex-works schedules were all proper. Then he studied the logistics systems and found that the logistics cost was very high and all the logistics people were de motivated due to overwork and were complaining of total lack of co-ordination and the system had become totally disorganized. This highlighted flaws in the Operations Management framework of ABC Ltd. Questions:(10 × 2 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Reach out for more insights into Operations Management – ABC Ltd. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.2 Case studyABC Ltd. is a manufacturing company engaged in the manufacturing of valves. They have been in the business for last 3 years and have been manufacturing only one type of valves. They started their business initially with sales of 10,000 valves per month and now they have grown the volume to about 50,000 valves per month. They have been buying all the raw material for the valve and were doing all the manufacturing in house. Now they have established themselves in the market and are planning to expand and produce different varieties of valves. They have their plant in the main city and the total area of the plant is 50,000 sq. ft. Now if they want to expand and continue doing all the activities of manufacturing of all the varieties in house, they would need another 50,000 sq.ft. of the area. In therecent times, the land prices in the area have more than doubled in the last 3 years and still land is available with great difficulty. Mr. Mohan is the production head of ABC Ltd. and has been successful with the production and the level is continuously increasing. But in recent times, he is facing the problem of quality complaints which have gone up from average 0.2 % in previous 2 years to 0.5 % this year. Also, he is finding that there is a high level of dissatisfaction among the workers regarding workload as well as salary levels. The workers are regularly complaining about the over work while dealing with operations management. Although, Mr. Mohan has found that the workers have been spending lot of time on tea breaks, lunch breaks and even in between the production spending lot of time talking to each other. But, due to insufficient workers and staff, he is unable to take strict action and the workers are taking advantage of this situation. For completing the work and delivering the products timely, he has to employ workers on overtime and his overtime cost has also increased 3 times. Mr. Mohan is worried about the new expansion plan of the management and is worried where the new workers would come from as he is already finding shortage of workers for the existingjob. He has requested the management not to go for expansion immediately and look at improving and consolidating the existing setup. He has sent his request to Mr. S. Kumar Director – Operations. Mr. Kumar has gone through the request of Mr. Mohan and called a meeting of all the department heads and explained the situation to all concerned. The marketing manager has expressed very bullish prospect about the company’s growth and said that the company should take advantage of growing economy and established brand image of the company and definitely go for expansion. The finance manager also expressed that this will result in economy of scale for the products and will further increase the profitability of the products. Mr. Mohan again expressed his problems regarding availability of manpower as well as production control and effect on quality and productivity. The Marketing manager asked the Production manager about the option of outsourcing. Mr. Mohan is skeptical about the outsourcing option as he felt that the outside agency will always charge more as he will try to make his profit as well and also is worried about the possible problems of deliveries. Mr. Kumar asked Mr. Naresh who is the Purchase manager about his views. He said that since the suppliers would also be interested in doing the business, they would not like to delay as with delay they also incur loss. The Finance manager said that we can look at cost comparison for buying against in-house manufacturing – something crucial in operations management. After listening to all the views, Mr. Kumar told Mr. Mohan to work out the cost of production for future sales as per the forecast given by the Marketing department. He also told Mr. Naresh to collect the details of the future requirements to get the purchase cost details for few components of the valve. This gathering of information is critical for operations management at ABC Ltd. Mr. Mohan and Mr. Naresh have collected their data and they have presented the data in the meeting called by Mr. Kumar to review the plan. First the marketing head Mr. Suresh presented his market forecast and then Mr. Mohan presented his report and explained the details as follows. One supervisor with monthly salary of Rs. 5000 with expected increase of 10 % per year. Direct wages of worker as Rs. 4 per unit. With 10 % reduction in second year, no change in 3rd year and increase of 10 % every subsequentyear. Material cost of Rs. 14 per unit with an increase of 10 % every year. Power and fuel cost of Rs. 2 per unit with increase of 10 % every year. Indirect labor as 50 % of direct labor. They will have to buy a new machine with a cost of Rs. 50 lac. With usable life of 5 years. Mr. Naresh explained his details as follows: Component price from supplier at Rs. 20 for the first 2 years with an increase of 10 % every subsequent year. Transportation cost of Rs. 2 per unit for the first year with increase of Rs. 0.20 every subsequent year. Inventory cost (storage cost) as 5 % per year of the basic material cost. The Marketing manager has given the sales forecast for next 5 years as follows: Question:(10 × 2 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets

Q.1 Case studyChinese consumer electronics and mobile communications company OPPO featured in the famous SUPERFACTORIES series on National Geographic. With this, OPPO joined the league of companies like Ferrari, Porsche, BMW, Corvette, Apache Helicopters, Caterpillar, Tetrapak, and the precision operations of logistics giants like UPS that had featured in the SUPER FACTORIES series of National Geographic. On February 27, 2021, Chinese consumer electronics and mobile communications company OPPO featured in the famous Superfactories series on National Geographic. With this, it joined the league of companies like Ferrari, Porsche, BMW, Corvette, Apache Helicopters, Caterpillar, Tetrapak, and logistics giant UPS, which had featured in the series. The show featured OPPO’s manufacturing facility in India, focusing on its operations management influenced by Chinese practices, located in Greater Noida. Oppo Mobile Telecommunications Corp., Ltd . (OPPO) a smartphone manufacturing company headquartered in Dongguan, Guangdong, China,had a presence in over 50 countries as of 2021. The company was founded in 2001 by Chen Mingyong and was incorporated in 2004 in China as a subsidiary company of BBK Electronics. In 2014, OPPO entered the Indian smartphone market. By expanding their Chinese operations management approach, it launched Oppo N1 – the world’s first smartphone to feature a swivel camera. Tom Lu, CEO, OPPO Mobiles India, said in 2015, “In our global expansion, India is a very key market for us primarily because we feel there is a huge potential to grow in the Indian smartphone market.. In 2015, OPPO announced that it would sell locally assembled mobile phones in India by October 2016. Thus, OPPO was following in the footsteps of other Chinese manufacturers, Xiaomi and Lenovo, which had manufacturing facilities in India. Foxconn, a contract manufacturer from Taiwan, would assemble the devices. With Chinese operations management tactics, the Superfactory was so diligently designed that it made sure no compromises were made in the speed of production or the quality of the product. The factory was categorized into four segments –Assembly, SMT (Surface Mount Technology). OPPO was continuously pushing forward for innovations as a tool for its growth. The World Intellectual Property Organization (WIPO) stated that OPPO was among the top 10 Patent Cooperation Treaty (PCT) filers in 2019 and 2020. By March 31, 2021, OPPO had filed for over 61,000 patents and owned more than 26,000 granted patents globally. Among these, 54,000 were utility patents, accounting for 89% of all OPPO patent applications related to operations management in China. Question:(10 × 2 = 20) Describe the success of OPPO as SuperFactory. What are the importances of technological innovations for a business? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.5 Case studyIn 1980, Peter A, Horekens, marketing director for Kellog company, was faced with the problem of developing a market for ready-to-eat cereals in the Latin American region. Although Kellog had no competition in the ready-to eat cereal market in this region, they also had no market. Latin Americans did not eat breakfast as the Americans did. The problem was especially prominent in Brazil. To create a market and increase sales in this region, Horekens had to create a nutritious breakfast habit. This was a crucial part of the company’s marketing management – in 1980. Kellog Company, which headquartered in Battlecreek, Michigan, was founded in 1906 by W.K. Kellog. The company continued to operate successfully with sales in 1980 amounting to 2,150.9 million U.S. Dollars. The Kellog Company manufactured and marketed a wide variety of convenience foods with ready-to-eat cereals topping the list. The company’s products were manufactured in 18 countries and distributed in 130 countries. The ready-to-eat cereals sales made up the majority of international sales. In 1980, Kellog International operations accounted for 38 percent of Kellog Company’s sales of more than $ 2.0 billion. The United Kingdom was by far Kellog’s largest market. Internationally, sales in the ready-to-eat cereal market continued to increase, although in the past few years the competition also had increased. But in Latin America, consumption of ready-to-eat cereals was negligible.The Latin American Market The Latin American Market, mainly Mexico and Brazil, showed great potential as a Kellog’s ready-to-eat cereal market. The demographics fit the ready-to-eat market, the only problem was that Latin Americans did not eat the traditional American-style breakfast. The Latin American market included a growing number of families with children. The population mix was becoming younger. The developing economy enabled consumers to spend more of their income on food. Kellog wanted to increase sales in this Latin American region, especially Brazil, but consumers had turned their backs on the American style breakfast. How was Kellog to create a nutritious breakfast habit among the Brazilians? This challenge was a significant aspect of their marketing management in 1980. The company asked J. Walter Thompson, Kellog’s advertising agency, to help instill the breakfast habit in Brazil. According to Horekens, “In general, Brazilians do what people in novellas do”. Novellas are Brazilian soap operas. J. Walters Thompsons tried to advertise Kellog ready-to-eat cereal and instill the breakfast habit by advertising within a soap opera. The first experience of advertising within a soap opera failed; the advertisement portrayed a boy eating the cereal out of a package. Kellog wanted to teach the Brazilians how to eat a complete, nutritious breakfast, not just Kelloy’s cereal. The commercial did not work, because it made Kellog ready-to-eat cereal seem more like a snack than a major part of a complete breakfast. Kellog wanted to portray ready-to-eat cereal as a part of a complete, wellbalanced nutritious breakfast. Thus, they needed the cereal to be eaten in a bowl with milk alongwith other foods to make a complete breakfast. The company believed that the growing population in this region would reinforce the importance of grains as a basic food source. The 1980 population in Brazil was 119 million, which made it the sixth most populated country in the world and the population was expected to grow to 165 million in the next few years. Within this population growth was an increase in the number of women of childbearing age, which further supported Kellog’s potential for a successful cereal market. The structure of the population in Brazil in 1980 was:  Thirty seven percent of population under age 15. Forty-eight percent of population under age 20. Twelve percent population over age 50. Six percent of population over age 60. These figures showed that the population of Brazil better fit themarket for a ready-to-eat cereal, with the increasing number of children and elderly people as the two largest cereal consumingsegments. The “cult of the family” continued to be the most important institution in the formation of the Brazilian society. This culture ideal was reflected in the ways they conceptualized and evaluated the range of personal and social relations. This seemed to be the way Kellog would have to demonstrate the importance of a nutritional breakfast – by playing up the family and its importance. Through the use of the novellas, Kellog made a second attempt to teach the Brazilians the importance of breakfast. Most Brazilian families watched these soap operas, composed mostly of family scenes. In their commercials, Kellog opted for scenes that showed the family at the breakfast table. One member of the family, usually the father, took the cereal box, poured the cereal, and then added milk. This scene represented a complete “Kellog” breakfast in a way that Brazilians could relate to. The advertisement focused first on nutrition, then on flavor, and finally on ease of preparation. As a result of this campaign, sales in Brazil increased. Kellog controlled 99.5 percent of the ready-to-eat cereal market in Brazil; however, per capita cereal consumption was less than one ounce or several spoonfuls per Brazilian annually, even after advertising. Although Kellog controlled themarket, there was not much of a market to control. Brazilians had begun to eat breakfast, but Horekens was not sure whether sales would continue to increase. His problem was – how could Kellog further convince the Brazilians of the importance of eating a nutritional breakfast in order to establish a long-term market? Question:(10 × 2 = 20) What would be your advice – to continue or quit – to the board of Directors of Kellog? Explain with reasons the factors which you wouldconsider essential in framing your report? Analyse the case to enable you to prepare a report about the given situation. To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable

Q.4 Case studyIts Global Marketing Plans – Marketing Management. In the 1940’s itself PepsiCo started branching out into the international arena. At first it was into Latin America, the Middle East and the Philippines. Here too Coke had the early bird advantage. Yet the product soon gained popularity. With the Arab countries boycotting Coke, Pepsi enjoyed a monopoly for many years in the Middle East. This decision was a key aspect of Marketing Management – Its Global strategy. In the 1950’s Pepsi went to Europe and this included Russia, with whom there existed a Cold War by USA. Though there were initial difficulties, getting into Russia was a major breakthrough which the company exploited. The company posted pictures of the then leaders of the United States and Russia sipping the drink. Its arch rival, Coca Cola, was able to enter the Russian markets only after more than 25 years after Pepsi’s entry. In many of the countries that Pepsi ventured into comparative advertising was prohibited and in many countries it was not an accepted concept. For example, Pepsi tried its “Pepsi challenge” promotional gimmick in Japan. However, the country and its people were not aware of comparative advertising and as such the campaign did more harm than good. Hence in Japan they had to break their tradition of running with the global campaign and come up with a campaign that the Japanese would identify with and was more Japanese. Marketing Management – Its Global implications were evident in instances like these. The “Pepsiman” was a superhero like figure that was devised by a Japanese person for the Japanese market. The commercial was an instant hit and helped improve Pepsi’s share in the Japanese market by as much as 14%. From Japan Pepsi learned a valuable lesson – the same ad will not have the same effect everywhere. When it comes to cross national advertising, there is always the inherent risk of alienating the people. Question:(20 × 1 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: “>IIBMS MBA Solved Answer Sheets> EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets> IIBMS Doctorate Case Study Answers and Thesis> GMS, GBA IIBMS Answer Sheets> IIBMS MBA, EMBA & DMS Projects & Thesis>

Q.3 Case studyThe British Company, Woolworths is normally categorized as a variety store dealing in retailing of a range of varying products. Historically it was established as a subsidiary of an American Company F.W. Woolworth &Co, in 1879 by Frank Winfield Woolworth It was incorporated in England on 23rd July, 1909 as private limited company with initial capital of 50,250 pound sterling. It, first time floated a new idea of selling all the products at a cost not more than five cents. This idea gained popularity amongst the customers resulting in fast growth of the subsidiary. Its first shop at Liverpool attracted about 60,000 people in first two days because ofattractive one penny, three penny and six penny products put at sale. This was a classic example of Marketing Management – The British approach. It continued to open new shops at various cities that attracted heavy rush of customers and visitors. It was company’s policy to purchase the products directly from manufacturers, who also were very happy due to momentum in their business as well. Some of the manufacturers started doing business solely with the Woolworths and labeled their products with the company’s name. Company’s business grew day by day and it had 31 shops in United Kingdoms by the year, 1914. Due to inflationary trends after the World WarII, the company had to do away with its three pence and six pence price limits. It introduced self service first time in its retail side in the year 1955. Woolworth opened about 190 self-service stores by the year 1970. It created new division in the stores by establishing Woolco departmental stores in the year 1966. These stores had full range of quality products like, clothes, groceries, car service and restaurants etc. available at affordable prices. The Company continued to flourish very fast because of its stated aim to remain at the customer’s heart and best kid’s retailer till 1966. But thereafter its sales as well as profits started falling because of its competitors, Marks & Spencer who overtook its sales as well as profits. The results of the company were the worst in the year 1969, because it failed to chalk out suitable strategies necessary to take on its competitors in the market. Sales at Woolworth began to decline. Consumers were reportedly not satisfied with the quality of customer services of the company. Many of the business sites were not at prime locations. Its new products could not attract the customers because of lack of well trained staff and availability of ‘A class service’. The company tried to improve its services in the year 1971 by introducing new system of centralized payments besides closing its 23 unprofitable shops, as an attempt to trade up. The profits of the company increased to some extent as a result of these measures but it failed to boost up its profits at the desired level. The competitors of Woolworth like Wal- Mart, Argos and Next very soon became more prevalent in the market because of low prices, better service and vast range of their products. The Management of the company ultimately decided to sell out the Woolco storesin 1977. In the year 1981 it sold-out some of its valuable prime located properties to cover-up the losses suffered by the shops situated at theselocations. Even then its profits went down in the said year and the company was forced to cut the dividends first time since its establishment. In the normal restructuring process during the year 1985, the company decided to abandon the sale of food and adult clothing that was contributing about 30% of its overall sales. The Management of the company sold out its 200 unprofitable shops out of about 990, during the years 1982-1991. During this decade company made a number of acquisitions in order to becomemore diversified in retail business. It launched Music and Video Club that specialized in CDs, videos and other entertainment products. The company succeeded in boosting its sales and turnover during 1990s and gave impressive results despite the fact that some of major chains like Wilkinson expanded their business in the Woolworth areas. Woolworth reviewed its entire business in the year 2002. It reconsidered its further expansion and realignment and merger of its overall management structure. It strengthened infrastructure and planned accurate management of its stocks so as to maintain them at their optimum levels. It introduced new till system in order to ensure its stock holding capacity besides provision of improved and efficient services to the customers. The management decided to cut the number of suppliers and enhance the use of their own branded products. These improvements contributed a little in the sales as well as profits. One of main money spinners of the company was its music business that collapsed. The financial results for the year 2004 showed just 4.5% increase in the profits of the company. It had to compete strongly with Argos in the sales of toys and gifts. In the year 2006, the company introduced an in-store collection service for items ordered through website. Company continued its business mainly in entertainment and electronics till the year 2008. It expanded its chains and set up out of town stores that were known as ‘Big W’. It announced considerable loss in its halfyearly statement of affairs as on 2nd August, 2008. The management, therefore decide to sell out about 120 stores, cut jobs andreduce web operations. At this stage reportedly the company rejected an offer to buy its 815 stores. From September onwards the entire World entered into worst ever economic and financial crises that resulted in decrease in availability of necessary credit from the banks and financial institutions besides decrease in consumer spending. The lending banks of the company not only refused to give further credits, they also demanded repayment of their existing loans towards the company. As a result of this crisis the retail business badly suffered. Media also reported possible price crashes, increased personal debts, unemployment, pension shortfalls, stock market

Q.2 Case studyIn August 2004, a leading business newspaper reported that Hyundai Motors India Limited (HMIL), an Indian subsidiary of the South Korea based Hyundai Motors Company (HMC)3 was expected to reduce the price of its flagship car – Santro – by as much as Rs 40,000. Industry experts were expecting a reduction in Santro’s price in response to the price war being waged by the market leader in India – Maruti Udyog Limited (MUL),4 which had reduced the price of its largest selling car in the B segment – Alto – by Rs 58,000 in two price cuts starting from September 2003. This move had resulted in Alto replacing Santro as the largest selling car in the B segmentin the period January to June 2004 (Refer Exhibit I for the market segmentation of the Indian car industry). Marketing Management – In August, Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies Rebutting the report on price cuts, HMIL’s managing director, BVR Subbu (Subbu) said, “We are not cutting prices on the Santro. We have allowed our competitorsthe prerogative of cutting prices.”5 Several dealers of HMIL also felt that the company would not reduce Santro’s price as it had not adopted such tactics earlier. Santro had been the most successful product of HMIL and was also the largest selling car in the B segment till the fiscal year 2003-04. Introduced in late 1998, Santro had emerged as the second largest selling car in India after MUL’s M800 and had retained its position till March 2004 (Refer Exhibit II for the total units and value sales of the top eleven car models in India). In mid 2004, HMIL with its four models, Santro, Accent, Sonata and Elantra, was the second largest car company in India with 19% market share in the industry. The company was planning to launch another model, ‘Getz’, in September 2004. Analysts attributed HMIL’s success to its ability to launch technologically superior products and its innovative marketing strategies. However, theyexpressed concerns that the company relied heavily on Santro and any fall in demand for that model would hit the company. It was felt that the introduction of new cars by the competitors and pgrading & price reduction of existing cars in the B segment would affect Santro’s sales. This would lead to a loss in Santro’s market share. (Refer Exhibit III for the comparison of features of various models in the B segment). For a long time after India became independent in 1947, the car market had just two models to offer – the sturdy ‘Ambassador’ from Hindustan Motors (HM) and the sleek ‘Fiat’ from Premier Automobiles (PA). This was the result of Government of India’s (GOI) decision to keep the car industry tightly protected. For HM and PA, the GOI dictated as to what type of vehicle the two companies should manufacture. No other domestic or foreign car manufacturer was allowed to enter the Indian car industry. The restriction on foreign collaboration led to poor technological improvements in Indian cars. As a result, car prices remained high while quality was inferior. This affected the growth of the industry. The demand for cars in 1960 was 15,714 units and in the next two decades, this rose to 30,989 units, which meant that the Compound Annual Growth Rate (AGR) was just 3.5 per cent. In the 1980s, the GOI felt the need to introduce an affordable small car, targeting the Indian middle class. As manufacturing a small and affordable car required better technology than was available indigenously, the government tied up with the noted Japanese company, Suzuki. The government formed a joint venture with Suzuki and founded Maruti Udyog Limited (MUL). It held 74% and Suzuki got 26% equity stake in MUL. In 1983, MUL launched the ‘Maruti 800’, priced at Rs 40,000 Hyundai’s Entry in India One of the major players that entered the Indian car market was HMC through its subsidiary HMIL. Before making its move, the company closely studied the industry for a year. The company’s officials talked to vendors, dealers and customers to get a thorough knowledge of the industry… Marketing Management – In August Marketing Santro: Santro received an encouraging feedback from customers who appreciated its unique design that gave more headroom and facilitated easy entry and exit… Launch of Accent: By mid 1999, the major players realized that the ‘B’ segment would be the fastest growing in the car industry. To cash in, Telco re-launched its ‘Indica’ by introducing several new features and solving the glitches in the original model… Marketing Management Case Studies | Case Study in Management, Operations, Strategies, Marketing Management, Case Studies Repositioning Santro By late 2002, the competition in the B segment had increased significantly. MUL’s Alto which was launched in October 2000 had received a good response. Although HMIL’s Santro remained the largest selling car in the B segment, MUL commanded the largest market share in this segment due to the combined sale of its three cars – Zen, Wagon R and Alto… Statusin 2004: The financial year 2003-04 ended on a positive note for HMIL. The company achieved revenues of Rs 50 bn and profit after tax (PAT) of Rs. 1.90 bn in the financial year 2003-04 compared to Rs 43 bn revenues and PAT of Rs 1.65 bn in the fiscal 2002-03… Marketing Management – In August Question:(10 × 2 = 20) Compare and contrast the marketing strategy of Hyundai with other leading players in the Indian passenger car industry.? Examine and analyze the marketing mix of Hyundai Motors in the Indian passenger car industry. To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr.

Q.1 Case studyMarketing Management – American Tourister re-positioning itself as a hip travel brand leveraging Sports Partnership American Tourister, Samsonite’s mass market label, is re-positioning itself as a hip international travel brand; targeting the cool, young traveller in their marketing management strategy. In December 2016, as part of their India campaign, Virat Kohli was brought onboard as a brand ambassador. Kohli is – for India – the ideal face for the brand as he is the personification of American Tourister’s re-positioning. Following the success in India, American Tourister took things to the next level and in February 2018 appointed football star Cristiano Ronaldo, the most followed male on social media, as their brand ambassador. Anushree Tainwala, Executive Director, Marketing at Samsonite, said, “There couldn’t be a better time to bring Cristiano on-board. His lively and vivacious personality, on and off the field, resonates perfectly with our funloving, vibrant brand personality. His presence will help bring American Tourister to a whole new audience, allowing us to stand out from the competition, and enabling us to take the Brand to the next level.” In Kohli and Ronaldo, it has found two iconic sports personalities who have strong personal brands & massive following in emerging markets. This helps American Tourister win asymmetrically and leave competition in the dust. In addition to transferring the sports stars’ attributes to the brand, the partnerships: Elevate the brand from Samsonite’s low end product to a contemporary, practical international travel brand; targeting the aspiring, young international traveller. Explode the reach: Getting the reach in India via Kohli (81m social media followers) and globally through Ronaldo (315m followers) -especially with the FIFA World Cup around the corner during their American Tourister re-positioning campaign. Engage audiences: Kohli with “I’m ready” & “Swagbag”, Ronaldo with “Bring back more” are examples of sharply positioning the brand leveraging the ambassadors to provide differentiated, exciting engagement. Top of Mind: Standing out in a commoditised travel accessary category, American Tourister is positioning itself as closer to the hearts of young travellers and in their purchase consideration. In February & March this year it has activated both players – Ronaldo (here) & Kohli (here & here),Let’s see where the brand takes such partnerships as we get closer to the Russia World Cup. It has achieved a strong cut-through even before the world gets gripped by the World Cup fever.Question:(10 × 2 = 20) What other, more effective ways can brands use to reposition themselves? How can your brand differentiate & asymmetrically win in a commoditised category through sports, similar to the marketing management of American Tourister’s re-positioning? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.2 Case studyBharat Engineering Works Limited is major industrial machineries besides other engineering products. It has enjoyed market preference for its machineries because of limited competition in the field. Usually there have been more orders than what the company could supply. However, the scenario changed quickly because of the entry of two new competitors in the field with foreign technological collaboration. For the first time, the company faced problem in marketing its products with usual profit margin. Sensing the likely problem, the chief executive appointed Mr Arvind Kumar as general manager to direct the operations of industrial machinery division.Mr Kumar had similar assignment abroad before coming back to India. Mr Kumar had a discussion with the chief executive about the nature of the problem being faced by the company so that he could fix up his priority. The chief executive advised him to consult various heads of department to have first hand information. However, he emphasised that the company lacked an integrated planning system while members of the Board of Directors insisted on introducing this Management Principles – Bharat Engineering in several meetings both formally and informally. After joining as General Manager, Mr Kumar got briefings from the heads of all departments. He asked all heads to identify major problems and issues concerning them. The marketing manager indicated that in order to achieve higher sales, he needed more sales support. Sales people had no central organisation to provide sales support nor was there a generous budget for demonstration teams which could be sent to customers to win business. The production manager complained about the old machines and equipments used in manufacturing. Therefore, cost of production was high but without corresponding quality. While competitors had better equipments and machinery, Bharat Engineering had neither replaced its age-old plant nor reconditioned it. Therefore to reduced the cost, it was essential to automate production lines by installing new equipment. Director of research and development did not have specific problem and therefore, did not indicate for any change. However, a principal scientist in R&D indicated on one day that the director of R&D, though very nice in his approach, did not emphasize on short-term research projects, which could easily increase production efficiency by at least 20 per cent within a very short period without any major capital outlay. Improved management principles – Bharat Engineering could benefit from this insight. Questions:(10 × 2 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. He often advises on Management Principles – Bharat Engineering. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.1 Case studyThe president of Simplex Mills sat at his desk in the hushed atmosphere, so typical of business offices, after the close of working hours. He was thinking about Rehman, the manager in-charge of purchasing, and his ability to work with George, the production manager, and Vipulabh, the marketing and sales manager in the firm. When the purchasing department was established two years ago, both George and Vipulabh agreed with the need to centralise this function and place a specialist in charge. George was of the view that this would free his supervisors from detailed ordering activities. Vipulabh opined that the flow of materials into the firm was important enough to warrant a specialised management assignment. Yet since the purchasing department began operating it has been precisely these two managers who have had a number of confrontations with the new purchase manager, and occasionally with one another, in regard to the way the purchasing function in being carried out. From George’s point of view, instead of simplifying his job as production manager by taking care of purchasing for him, the purchasing department has developed a formal set of procedures that has resulted in as much time commitment on his part as he had previously spent in placing his orders directly with vendors. Further, he is specially irritated by the fact that his need for particular items or particular specification is constantly being questioned by the purchasing department. When the department was established, George assumed that the purchasing manager was there to fill his needs, not to question them. As Vipulabh sees it, the purchasing function is an integral part of marketing function, and the two therefore need to be jointly managed as a unified process. Purchasing function cannot be separated from a firm’s overall marketing strategy. However, Rehman has attempted to carry out the purchasing function without regard for this obvious relationship between his responsibilities and those of Vipulabh, thus making a unified marketing strategy impossible. In his previous position, Rehman had worked in the purchasing department of a firm considerably larger than Simplex. Before being hired, he was interviewed by all the top managers, including George and Vipulabh, but it was the president himself who negotiated the details of the job offer as part of Management Principles -The president’s involvement. As Rehman sees it, he was hired as a professional to do a professional job. Both George and Vipulabh have been distracting him from this goal by presumingthat he is somehow subordinate to them, which he believes is not the case. The people in the production department, who use the purchasing function most, have complained about the detail that he requires on their requisitions. But he has documented proof that materials are now being purchased much more economically than they were under the former decentralised system. He finds Vipulabh’s interests more difficult to understand, since he sees no particular relationship between his responsibilities for efficient procurement, and Vipulabh’s responsibilities to market the firm’s products. The president has been aware of the continuing conflict among three managers for some time, but on the theory that a little rivalry is healthy and stimulating, he has felt that it was nothing to be unduly concerned about. But now that much of his time is being taken up by much of what he considers to be petty bickering, the time has come to take some positive action concerning Management Principles. The president of Simplex Mills should now step in to resolve these issues effectively. Questions:(4 × 5 = 20) What should the president of Simplex Mills do now? Is George’s view of the situation realistic? How do you evaluate Vipulabh’s position? How might this conflict be associated with factors in the formal organisation? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.5 Case studyMr. Jerry the Human Resource Management & Analytics – Mr. Jerry of Welcon automotive Ltd a well-known automobile multinational company. Mr. Jerry is very friendly, approachable, people-oriented leader. In the other hand he is a strict leader when it comes to work, he doesn’t tolerate mistakes with regards to ethics and values. One of the top management person once said to him that “ Mr. Jerry you are a Task Master”. Jerry replied “Why do you say this”. He said, “Jerry, you know who is good at what and how to get work done from them”. Mr. Jerry said with a smile, “Yes sir I agree with you and that’s why my team always completes tasks on time.” Majority of the employees in Welcon were very happy to work with Jerry due to his friendly nature. The employees always put extra efforts for anything which benefits the organisation. The things were going well till the organisation witness a transformation. As a part of organisational development there were many structural and policy changes in the organisation. Human Resource Management & Analytics – Mr. Jerry had to navigate these changes. As a part of structural change, the top management has witnessed a major change. The new top management unlike old management, was very keen in reducing the expenses of the organisation in all terms. Slowly the employees were facing many obstacles in performing their duties due to this cost cutting strategies, as the management fails to suggest any alternatives in those areas where they have implemented the cost cutting strategies. This has created a negative impact on employees. For many employees for completing some crucial task also they need to wait for sanctioning of amount which took lot of time and energy of the employees. The employees were not aware about the reason behind the cost cutting strategy as the turnover, profit, sales etc. everything was in upward trend. Mr. Jerry was also very disappointed with the ongoing instability in the organisation. Many a times he tried to highlight the issues faced by employees in completingtheir task. Once in personal meeting Mr. Shah (VP HR) he said ” Mr. Shah, I think it is high time to solve employees issues before it gets out of control. This is particularly true in the context of effective Human Resource Management & Analytics handled by Mr. Jerry.” Also We need to bring this issue in front of our MD, CEO etc.” Mr. Shah said, “Jerry It is the decision of top management. You handle the employees at your level. That is what we can do now”. During the top level meeting his also Mr. Jerry’s words were, most of thetime, unnoticed and many a times he was discouraged to discuss those issues. The employees and the union have tried to discuss the issue with top management but they had failed fatefully. Hence, they have jointly decided to show their disregards by way of stopping oneself from putting their extra efforts for the organisation. They also know that this is not going to stop thebasic profit of the organisation but surely this will make the management realize that they have to revisit the cost cutting policy. They successfully started implementing the things. Mr. Jerry who observed the change in employees’ activities he said to the employees “I have noticed the change in you all. I can’t support this change nor going to tolerate this”. He added, “Our way of working is not this you all have to give up this idea and work as usual and put those extra efforts where ever required.” The employees also tried to make him understand that, “Sir, we never want to do these things but it is the last option with us to meet the management and be able to put up the issue. What else we cando as your employees, Mr. Jerry?” The employees also argued that, “Sir, try to understand us. This is just a way to make the management realize that the employees’ issue is getting worse and that needs to be solved.” They added Sir, Further we are left out with any other options.” Mr. Jerry who was dissatisfied with the reply of employees, he said “those who don’t give-up the idea will have to face the consequences in the upcoming appraisal process.” Effective Human Resource Management & Analytics – Mr. Jerry would need to balance the company’s policies and employees’ concerns. Questions:(4 × 5 = 20) Can you suggest any other mode to show their disregards to management? If you were Mr. Jerry what could be your reaction towards the employees. Which leadership style does Jerry follows especially in the realm of Human Resource Management & Analytics? What could Jerry do to solve the issue as a HR Manager? Do you think that the employees are handling the issue properly. To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.4 Case studyWatson Public Ltd Company is well known for its welfare activities and employee-oriented schemes in the manufacturing industry for more than ten decades. The company employs more than 800 workers and 150 administrative staff and 80 management-level employees. The Top-level management views all the employees at the same level. This can be clearly understood by seeing the uniform of the company which is the Same for all starting from MD to floor level workers. The company has 2 different cafeterias at different places one near the plant for workers and others near the Administration building. Though the place is different the amenities,infrastructure and the food provided are of the same quality. In short, the company stands by the rule of Employee Equality, which is a key aspect of Human Resource Management & Analytics – Watson. The company has one registered trade union. The relationship between the union and the management is very cordial. The company has not lost a single man day due to strike. The company is not a paymaster in that industry. The compensation policy of that company, when compared to other similar companies, is very less still the employees don’t have many grievances due to the other benefits provided by the company. But the company is facing a countable number of problems in supplying the materials in the recent past days. Problems like quality issues, mismatch in packing materials (placing material A in the box of material B) incorrect labelling of material, not dispatching the material on time, etc… The management views the case as there are loopholes in the system of various departments and hand over the responsibility to the HR department to solve the issue. When focusing on Human Resource Management & Analytics – Watson, the HR manager goes through the issues he realized that the issues are not relating to the system but it relates to the employees. When investigated he come to know that the reason behind the casual approach by employees in work. The company hired new employees for a higher-level post without considering the potential internal candidates. The newly hired employees are placed with higher packages than that of existing employees in the same cadre. Questions:(20 × 1 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. He incorporates elements of Human Resource Management & Analytics – Watson to ensure comprehensive solutions. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.3 Case studyAdam, fresh from school was a newly recruited HR practitioner specializing in Human Resource Management & Analytics. During his one month into the job, he was asked to be in-charge of the orientation programme for the entire organisation. Being new, he followed closely to the processes. Recently, Roy joined the organisation and Adam was required to orientate him. On Roy’s first day of work, Adam brought him around the organisation for introduction to the rest of the staffs. Unfortunately, Roy’s assigned mentor was not around hence, Adam was unable to make anofficial introduction for Roy to meet up with his mentor. In the afternoon, during the HR briefing, Adam mentioned to Roy that there is a buddy system in place but it is only on an opt-in basis. Roy requested to opt for a buddy. Adam was rather surprised by Roy’s request as according to Adam’s manager-Jean, no one in the organisation has requested for a buddy. Hence, Adam checked with Jean on the criteria in getting a buddy for Roy and according to her, Adam found out that it needed to be someone preferably from Roy’s department. Having clarified on the criteria, Adam was supposed to get a buddy for Roy, unfortunately, this issue was clearly forgotten by Adam due to his busy schedule as he was involved in other HR matters as well and he did not follow up with Roy’s request promptly.One week later, Adam met Roy in a lunch gathering and Adam greeted Ro and asked him casually how is he doing and if he has adapted well to his job. Roy, asked Adam blatantly and angrily where is his buddy that he had requested. At that moment, Adam recalled on the existence of this request and unwittingly told Roy that he thought Roy was joking with him on therequest for a buddy as he did not want to admit to Roy that he had clearly forgotten about the whole issue. Roy was very angered by Adam’s response and told him off that he was very serious in getting a buddy and that its Adam’s responsibility to do so. Adam, clearly embarrassed and guilty about his mistake, apologised immediately and promised to get him a buddy. On the very day, a buddy- Sam, was found for Roy. Roy was very unhappy with Adam and confronted Adam and his buddy when he was able to have an official meet up session with his mentor. Adam explained to Roy that the organisation has no current practice in place for meet up sessions to b arranged between mentors and mentees and its a practice for mentees to take self-initiative to do so in arranging for meetings with their mentors and also that his mentor is currently out of town and will only be back the next day. Adam, himself being a new staff also was at that moment in time speaking on personal experience and also based on what Jean had told him.Sam, who was present agreed and helped to explain to Roy on the practice. Roy kept quiet and Adam unknowingly thought that Roy has understood the organisation practice. Hence, Adam did not continue to check with Roy on this aspect. The following day, Roy had a feedback session with his manager and Adam was called upon to sit in as a part of the orientation programme. Roy brought up the issue on Adam’s failure to get him a buddy promptly and that he was not introduced to his mentor at all. He complained about the poor management of the HR mentor and buddy system and that it wasnot effective at all and that he expressed that he is very unhappy with Adam as he felt that he was not doing his job at all.Adam tried to explain to Roy and his manager that Human Resource Management & Analytics is relatively new to him and also reassured Roy that he will take his suggestions of improving on the system and was apologetic about the issue. He told Roy’s manager that he will bring Roy to see his mentor after the session as his mentor is back in the office after being on leave for the past week. Roy was still very unhappy with Adam and continued telling Adam off in front of his manager. Questions:(4 × 5 = 20) What will you do if you were the HR of the company? On an HR practitioner point of view, what should Adam do to resolve the issue? Roy is very unhappy with Adam and holds it against him even though all has been done and followed up. What should Adam as HR do to resolve this and should Jean, as Adam’s manager do something? What role does Roy’s manager play in this issue and should he be implicated? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.2 Case studySatish was a Sales Manager for Industrial Products Company in City branch. A week ago, he was promoted and shifted to Head Office as Deputy Manager – Product Management for a division of products which he was not very familiar with. Three days ago, the company VP – Mr. George, convened a meeting of all Product Managers. Satish’s new boss (Product Manager Ketan) was not able to attend due to some other preoccupation. Hence, the Marketing Director, Preet – asked Satish to attend the meeting as this would give him an exposure into his new role. At the beginning of the meeting, Preet introduced Satish very briefly to the VP, mentioning his background in sales and how he was transitioning into Human Resource Management & Analytics. The meeting started with anaddress from the VP and soon it got into a series of questions from him to every Product Manager. George, of course, was pretty thorough with every single product of the company and he was known to be pushy and a blunt veteran in the field. Most of the Product Managers were very clear of George’s ways of working and had thoroughly prepared for the meeting and were giving to the point answers. George then started with Satish. Satish being new to the product, was quite confused and fared miserably. Preet immediately understood that George had possibly failed to remember that Satish was new to the job. He thought of interrupting George’s questioning and giving a discrete reminder that Satish was new. But by that time, George who was pretty upset with the lack of preparation by Satish made a public statement “Gentlemen, you are witnessing here an example of sloppy work and this can’t be excused”. Now Preet was in two minds – should he interrupt George and tell him that Satish is new in that position OR should he wait till the end of the meeting and tell George privately. Preet chose the second option. Satish was visibly angry at the treatment meted out by George but he also chose to keep mum. George quickly closed the meeting saying that he found in general, lack of planning in the department and asked Preet to stay back in the room for further discussions. Before Preet could give any explanation on Satish, George asked him “Tell me openly, Preet, was I too rough with that boy?” Preet said “Yes, you were. In fact, I was about to remind you that Satish is new to the job”. George explained that the fact that Satish was new to the job didn’t quite register with him during the meeting. George admitted that he had made a mistake and asked his secretary to get Satish report to the room immediately. A perplexed and uneasy Satish reported to George’s room after few minutes. George looking Satish straight into his eyes said “I have done something which I should have never even thought of and I want to apologise to you. It is my mistake that I did not recollect that you were new to the job when I was questioning you”. Satish was left speechless. George continued “I would like to state few things clearly to you. Your job is to make sure that people like me and yourbosses do not make stupid decisions. We have good confidence in your abilities and that is why we have brought you to the Head Office. For everybody, time is required for learning. I will expect you to know all the nuances of your product in three months time. Until then you have my complete confidence”. George closed the conversation with a big reassuring handshake with Satish. This is an example of how essential it is to manage Human Resources and Analytics; Satish was a sales manager who benefited from such management. Questions:(5 × 4 = 20) As an HR man, how would you define the character of George – bullying but later regretting? Does his attitude need to be corrected? Was it at all necessary for George to apologise to such a junior employee like Satish? If you were in Satish’s place, how would you to respond to George’s apology? Was George correct in saying that Satish is there to correct the “stupid mistake” of his boss and George? Did Preet make a mistake by not intervening during the meeting and correct George’s misconception about Satish? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Just like how mastering Human Resource Management & Analytics – Satish was a Sales Manager’s journey, every other case study demands expertise. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. Human Resource Management & Analytics – Satish was a Sales manager and benefited from such expertise. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.1 Case studyJennifer, the owner and manager of a company with ten employees, has hired you to take over the Human Resource Management (HRM) function so she can focus on other areas of her business. During your first two weeks, you find out that the company has been greatly affected by the up economy and is expected to experience overall revenue growth by 10 percent over the next three years, with some quarters seeing growth as high as 30 percent. However, five of the ten workers are expected to retire within three years. These workers have been with the organization since the beginning and provide a unique historical perspective of the company. The other five workers are of diverse ages. In addition to these changes, Jennifer believes they may be able to save costs by allowing employees to telecommute one to two days per week. She has some concerns about productivity if she allows employees to work from home. Despite these concerns, Jennifer has even considered closing down the physical office and making her company a virtual organization, but she wonders how such a major change will affect the ability to communicate and worker motivation. Effective Human Resource Management is crucial in navigating these changes. Jennifer shares with you her thoughts about the costs of health care on the organization. She has considered cutting benefits entirely and having her employees work for her on a contract basis, instead of being full-time employees. She isn’t sure if this would be a good choice. Jennifer schedules a meeting with you to discuss some of her thoughts on these Human Resource Management decisions. To prepare for the meeting, you perform research so you can impress your new boss with recommendations on the challenges presented. Questions:(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals experienced in Human Resource Management. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.4 Case studyIn January 2004, leading global automobile company and Japan’s number one automaker, Toyota Motor Corporation (Toyota), replaced Ford Motors (Ford), as the world’s second largest automobile manufacturer; Ford had been in that spot for over seven decades. In 2003, Toyota sold 6.78 million vehicles worldwide while Ford’s worldwide sales amounted to 6.72 million vehicles (General Motors, the world’s largest car manufacturer sold 8.60 million vehicles). This shift in rankings highlighted the dynamic nature of the global business environment – in January 2004, it was clear to see how significantly market shares can change. According to reports, while Toyota’s market share in the US increased from 10.4% in 2002 to 11.2% in 2003, Ford’s declined from 21.5% to 20.8% during the same period. Reaching the No.2 slot was a major achievement for Toyota, which had begun as a spinning and weaving company in 1918. Ford was reportedly plagued by high labor costs, quality-control problems, lack of new designs and innovations, and a weak economy during the early 21st century, which made it vulnerable to competition. Toyota, aided by its newproduct offerings and strong financial muscle had successfully used this scenario to surpass Ford and affect a dramatic increase in its sales figures. In November 2003, Toyota announced its financial results for the half-year ended September 30, 2003. Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies The company reported a 23% increase in net income (as compared to the corresponding period of the previous year) to $4.4 billion on revenues of $69.7 billion. This took Toyota way ahead of World’s top three automobile makers (at that time) by sales, General Motors (GM), Ford Motors (Ford) and Daimler Chrysler. Its market capitalization of $110 billion (on November 05, 2003) was more than the combined market capitalization of these threeplayers. (See Table I). Given the fact that in 2003, these top three companies were struggling to maintain their sales and profitability targets, Toyota’s performance was termed remarkable by industry observers (See Exhibit I for the company’s financials). Toyota had emerged as a formidable player in almost all the major automobile markets in the world. Interestingly, one of its strongestmarkets was the US, the world’s largest automobile market and the home turf of Ford and GM. Toyota had emerged as a strong foreign player inEurope as well, with a 4.4% market share. In China, which the company had identified as a strategic market for growth in the early 21st century, it had a 1.5% market share. The other major markets in which the company was fast strengthening its presence were South America, Southwest Asia, Southeast Asia and Africa.3 Back home in Japan, it enjoyed a market share of over 43%. Analysts attributed Toyota’s growing sales across the world to its aggressive globalization efforts that began in the mid-1990s. The company constantly strived to ensure that each of its market segments – Japan, North America, and Europe and other markets – generated onethird of the annual sales (See Exhibits II and III for revenues and revenue growth data in its core markets). This goal was at the heart of Toyota’s three globalization programs – New Global Business Plan (1995-1998), Global Vision 2005 (1996-2005) and Global Vision 2010 (2002-2010). In the light of Toyota’s intensifying globalization efforts, Toyota’s competitors themselvesstated that Toyota could not be taken lightly. GM’s Chairman, John F. Smith Jr., said, “I would not say they will not make it. Toyota is an excellent company. They are very focused on what they do and they do it well, and that is what makes them great.”4 Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies Background Note Toyota’s history dates back to 1897, when Japan’s Sakichi Toyoda (Sakichi) diversified from his traditional family business of carpentry into handloom machinery. He founded Toyoda Automatic Loom Works (TALW) in 1926 for manufacturing automatic looms. Sakichi invented a loom that stopped automatically when any of the threads snapped. This concept (designing equipment to stop so that defects could be fixed immediately) formed the basis of the Toyota Production System (TPS) and later became a major factor in the company’s success. In 1933, Sakichi established an automobile department within TALW and the first passenger car prototype was developed in 1935. Sakichi’s son, Kiichiro Toyod (Kiichiro), convinced him to enter the automobile business, and this led to the establishment of Toyota in 1937. During a visit to Ford to study the US automotive industry, Kiichiro saw that an average US worker’s production was nine times that of an average Japanese worker. He realized that to compete globally, theJapanese automobile industry’s productivity had to be increased… The Second Phase of GlobalizationCho decided to focus more on localization – he believed that by doing so, Toyota would be able to provide its customers with the products they needed, where they needed them. This was expected to help build mutually benefiting, long-term relationships with local suppliers and fulfill Toyota’s commitments to local labor and communities. Cho defined globalization as ‘global localization.’ Therefore, besides focusing on increasing the number of manufacturing centers and expanding the sales networks worldwide, Toyota also focused on localizing design, development and purchasing in every region and country… Global Business Environment – In January 2004 The 2010 Global VisionIn April 2002, Toyota announced another corporate strategy to boost its globalization efforts. This initiative, termed the ‘2010 Global Vision’ was aimed at achieving a 15% market share (from the prevailing 10%) of the global automobile market by early 2010, exceeding the 14.2% market share held by the leader GM. The theme of the new vision was ‘Innovation into the Future,’ which focused on four key components: Recycling Based Society; Age of Information Technology; Development of Motorization on a Global Sale; and Diverse Society (See Table III)… Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies The Globalization Pay-OffBy mid-2003, Toyota was present in almost all the major segments of the automobile market that included small

Q.3 Case studyDell Social Business StrategyDell Inc. is one of world’ largest multinational technology corporation that manufactures sells and supports personal computer and other computerrelated. Dell was founded as PC’s Limited in 1984 by Michael Dell, with a start-up money totaling $1,000, when he was attending the University ofTexas. Michael Dell started his business with a simple concept that selling computer systems directly to customer would be the best way to understandtheir needs and give them the most computing solutions. The first product of the company is a self-designed computer called Turbo PC which hadlower prices than major brands. PC’s Limited was not a first company to do this but was the first to succeed, grossing $73 million in its first yeartrading. The company changed its name to Dell Computer Corporation in They tried to sell computer through stores in 1990 but was unsuccessful and they returned to sell directly to customers. Dell was included in Fortune Magazine as one of the world’s 500 largest companies in Four years later, Dell began to sell computer through its website. In 1999, Dell beat Compaq and became the biggest seller PCs in the US with $25 billion in revenue. In 2003, the company’s name was changed to Dell Inc. In June of 2005, Jeff Jarvis bought a Dell Lemon and paid a premium for four year in home service plan. He started to face problems with themachine immediately and he contacted Dell for fixing the problems, but there was no proper response from Dell. Dell did not provide good service toJarvis and with no other option he posted his angry bust on poor Dell Service on his blog Buzz Machine titled “Dell lies. dell sucks”. His blog postgenerated severe criticism of Dell and other unhappy customers joined and the whole blogosphere started a critical discussion of poor quality ofproducts and how bad is Dell Technical Support service. Dell which was already struggling with poor revenues and blogosphere criticism added fuelto the poor financial performance and hurt Dell reputation badly. The problem of poor customer service and quality of products was not new asDell was not listening to the customer complaints for long and the blogs had just publicized and gave an opportunity for the aggrieved customers to venttheir anger. Dell had the first-hand experience how social media can impact the business and how critical it is to listen to customer complaints and fixthem fast. It took one year for Dell to realize the extent of damage caused by the blogs and forced the company to announce a new business plan, called Dell 2.0 in2006 that included an additional $150m investment in their customer service. The investment included sales channels, both in sales contacts & itsonline presence, in its website front and back end and expand the scope of Dell Connect, which enables a Dell technician to take control of a customer’ssystem should they be encountering problems. In March 2006 a community outreach team was formed that included group of technical support expertswith good interpersonal skills that listens, monitors and reaches out to bloggers around the world who have questions or may require assistance.Direct2Dell was launched in July, 2006 and in August Dell expanded blog outreach to include any conversations about Dell. Initially Direct2Dell blogwas received with negative skepticism, but chief blogger Lionel Menchaca convinced bloggers that Dell was seriously listening to the bloggers and hediligently responded and linked to critics. Dell’s team staunched flow of bad buzz and by Dell’s measure negative blog posts about it have dropped from49% to 22%. Dell even engaged external agency to monitors online conversations about Dell. In February 2007 Dell launched IdeaStorm that allowed Dell users to provide feedback & valuable insights about the company and its productsand vote for those they find most relevant. The Linux community used this platform and suggested Dell brought back XP as an option for customerswho wanted it, reduced trialware and listen to customers discuss ideas in real time. StudioDell (January 07) is a place where Dell users could sharevideos about Dell-related topics and videos and podcasts were used to educate users on various emerging technologies and also offers tips, tricksand support to get the best out of a Dell product. Dell operated blogs and forums for dedicated customer engagement topics, joined Twitter (June 07)with a number of ids. Dell set up a centralized team, appointed a separate leadership and resources were taken from multiple teams (IT, online) to testand launch social engagement tools and websites quickly. This team had developed formal social media strategy and set of social media policies andgovernance were set in place. In 2008 Dell social media presence started to yield results in terms of ROI and social media has become part of the business strategy and the variousbusiness units were provided specific targets for the social media. Employees were trained and encouraged to actively participate in various social media channels, provide customer support through blogs, twitter, etc and community managers who were responsible for listening and resolution,content planning, technology testing, planning, and measurement were named for various business units. Dell even went further with its social media initiatives a blog for the channel community was launched, online communities were launched for Dell’s environmental efforts called Regeneration and technophiles called Digital Nomads and social content appeared on Dell.com (homepage navigation, product pages with ratings & reviews). The Dell outlet, small business and home offers available on Twitter had $500,000 in revenues. Dell started a page focusing on SMBs and fan pages on Facebook. In 2009, due to the recession pressure social media team had to reduce headcount which led to the departure of key people in the social mediafacing teams within the Dell. The departures had an impact on the Dell social media presence had seen consolidation in number of blogs & twitteraccounts, slow down in response and lack of experience had further worsened the situation. But Dell managed to keep up and worldwide community has grown tomore than 3.5 million people across the social

Q.2 Case studyApple Inc is a multinational American company that design and sells computer software, consumer gadgets and personal computers. It wascofounded by Steve Jobs, Steve Wozniak and Ronald Wayne. Apple Inc is wellknown for being innovative as they kept on producing new innovationsfrom the first Apple computer Macintosh to the more recent iPhone and iPad series. Today Apple Inc. is very well known in the global business environment because of their advanced technology in products such as iPods, iPhone, Macbooks, Apple TV and other professional software. All the high tech products provide consumers with a better living standard in many different ways. Moreover, Apple Inc’s dominant position in the global business environment has changed the trend of consumer usage of electronic appliances such as in virtual communication. People will never need to carry multiple devices where each one only offers a handful of functions. Furthermore, Apple also created a substantial value in highly competitive market and industry which help them to achieve competitive advantages in an industry with stiff competition. In addition, it resolves the other external factors that present difficulty challenges to Apple Inc. Therefore, now Apple Inc is known as a strong company and the market leader in industry. Now, let us discuss about the current expansion strategythat used by Apple that make the company has greater success in marketplace. The first strategy that use by Apple Inc for their current expansion strategy in the global business environment is creating innovative idea that slightly different from the competitors that already exists in market and industry. In order to make the company more innovative, Steve Jobs focused innovation on competitive pressure and value proposition by stressing his management style on customer centerinnovation and customer experience. As CEO in Apple, Steve Jobs carefully evaluated competitive pressure and opportunity in market place bycontinuously pursuit customer experience innovation. He also focused their business and IT strategy on customer center experience. It means that Applewill be more focused on looking outwards, market and business drivers rather than at the products or services that already exist. Steve Jobs focused on this strategy because the customers can help the company to understand what customers need and scarcity of the people so that he can use the feedbacks as inspiration to deeply investigate and then to create more innovative, creative and highly advanced technological product or services that can fulfill the needs of the customers in the global business environment. Therefore, Apple products design is always attractive and elegant compared to those existing competitors. Apple products like iPods and iPhones are good examples that show the innovation of Apple Company by creating digital lifestyle in a global business environment. The second strategy applied by Apple is differentiation. Apple is using Macintosh as operating software whereas other personal computer’s producers are using Windows. The differentiation in operating software gives Apple a competitive advantage in the personal computer industry. Macbookusers are satisfied with Macintosh performance because it is very energy saving where the processor will automatically “close” those programs whichare not in use when it is in standby mode. On the other hand, Windows does not have such technology. Thus, Windows’ users might have to chargethe laptop more often due to the battery consumption is higher than Macintosh from Apple in the global business environment. In terms of design, Apple came out with an ultra-thin Macbook Air which is extremely thin compared to those existing laptops. To those consumers whoprefer lighter and thinner laptops will definitely be attracted to the Macbook Air. Apple does not produce laptops in various colors like Dell or HewlettPackard to increase the choices for consumers. However, to those consumers who are concerned about technology and high performance,Apple is still the preferable choice in the global business environment. In terms of applications and software, Appstore provides a platform for customers to download software and applications according to categories. Itis easy to search for any application or software by using Appstore. iTunes allow consumers to categorize and download songs easily. By using iTunes,consumers can choose their preferable album cover for their songs. They can also “synchronize” and update the songs in their iPhone with a laptop.Besides that, iTunes also allow consumers to transfer photos from iPhones to PCs. As for pricing, Apple is using skimming pricing strategy where they set high selling price for their products. However, there are still a lot of loyalcustomers who prefer to spend more money on Apple products. This is due to the self-esteem where consumers feel good by carrying Apple productsbecause it somehow shows their status as being up-to-date and their taste is better than others. Some customers think that Apple products are notcheap but also not high-priced products because the value of Apple products bring to them is never disappointing. Other than that, Apple is using specialization strategy where they customized customer’s laptop according to their requirements. Customers are required to add in features into the laptop which can serve them better in the global business environment. Beside this, Apple also emphasizes customizability on the part of entertainment that offer computer-build for high performance such asgaming. Gaming plays important roles to help Apple to customize in features and specification to make the products more attractiveness and creativity. made? What choices must be faced?) in the global business environment? Question:(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.5 Case studyAmway’s Relationship with StakeholdersAmway is one of the largest direct sales companies in the world. It continues to be a family owned business which was founded in 1959. Today, itemploys 14,000 people worldwide and markets over 450 product lines. Its vision is to help people lead better lifes. Its success is largely due to its threemillion ABOS (Amway Business Owners) spread across 80 countries. Thanks to Amway, these people have a business of their own. The only shareholdersof Amway are the families that own Amway. Behavioural Science shows that Amway is one of the largest contributors to this model. The communication channels used by Amway to communicate regularly with its internal and externalstakeholders are websites, email, events, publications and membership of trade bodies. Amway sells directly to consumers, without the presence of retail outlets. It has its own supply chain through the ABOs. Amway seeks regular feedbackfrom ABOs and customers to find out how well it is doing and to improve services. The ABOs are independent small businesses, but depend onAmway suppliers to produce quality products. Amway’s involvement with communities is a part of its vision to help people lead better lives’. It promotes its corporates social responsibilities (CSR) all over the world. Corporate social responsibilities at Amway involve supporting social causes, acting in an ethical manner by making good product and supporting its stakeholders in a number of ways. For example, Amway has partnered with the children’s charity UNICEF. It helps provide vaccination to fight the world’s six most deadly diseases. It has chosen this charity because of its ABOs’ concern about families and data from Behavioural Science – Amway is one of the largest contributors to this model. Ethical businesses get actively involved in improving the communities where they work. Amway’s business ethics not only provides a clear frameworkwithin which to work, but also gives it a positive business advantage. Its ‘One by One’ program is good for both the environment and for business.This program supports organic farming, seeks to reduce waste but this can be balanced against the benefits derived by both the business and the community. It’s evident through Behavioural Science that Amway is one of the largest influencers in this regard. Amway has to balance the needs of its many different stakeholders. It sets high standards of ethics and codes of conduct, in order to make sure that these are upheld. Its CRS program helps the environment, its own employees and underprivileged children all around the world. Q u e s t i o n :(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.4 Case studyBehavioural Science – Pepsi Next was launched by PepsiCo into the US market in February 2012, and has since been rolled out to various international markets (for instance, it was launched in Australia in September 2012). The new product is described as a mid-calorie cola beverage, having a mix of sugar and artificial sweeteners, designed to deliver a full cola taste withreduced calories. While filling the market gap between full sugar and diet soft drinks, PepsiCo has indicated that its prime target market is lapsed coladrinkers (giving them a reason to return to the product category). PepsiCo,which owns range of high profile beverage brands in addition to its flagshipbrand Pepsi, appear to be highly committed to Pepsi Next providing it with strong launch and management support. In fact, according to PepsiCo themselves, this is their most significant product launch for several years. PepsiCo is the second largest food and beverage company in the world, with revenues now in excess of $60 billion. The corporation has 22 brands thatachieve retail sales in excess of $1 billion each. As a result of their brand diversification, around half of PepsiCo’s revenue is generated from their foodlines, such as Frito-Lay (snack food) and Quaker Oats. In addition, they have progressively expanded internationally and now access over 80% of the world’s population. Their international (non-US)markets account for almost 50% of their total revenues and they still see significant growth potential from these markets, on the basis that per capitaconsumption of snacks and beverages in other countries is well below US market levels. As a result, PepsiCo has achieved solid growth is many international markets. While their US beverage sales fell by 2% in 2011, this hasbeen more than offset by double-digit sales increases in Europe, Asia, the Middle East and Africa. In terms of their overall strategic approach, PepsiCo (as highlighted on their website) see themselves as innovative and adaptive, as stated in thefollowing website quote: “Pepsi is constantly on the lookout for ways to ensure their consumers get the products they want, when they want themand where they want them.” “Pepsi is constantly on the lookout for ways to ensure their consumers get the products they want, when they want them and where they want them.”In their Annual Report, PepsiCo has structured their brands around three related themes, as highlighted in the following table. This brand structuregives some insight into the role of their brands and how they see their brand portfolio developing in the future. Good-for-you Tropicana, Quaker Oats, Gatorade, Nut Harvest As you can see from PepsiCo’s classification of their brands, it appears that the firm has the dual goals of supporting and leveraging its existing ‘fun’ brands, while moving towards a broader range of healthier offerings. While this second goal may appear to be mainly related to improving their corporate image, it does have commercial intent, as explained on the PepsiCo website: “Because a healthier future for all people and our planet means a more successful future for PepsiCo.” To help implement this corporate goal, across their various brands, PepsiCo has focused on providing a wider range of healthier choices, introducing more natural ingredients, reducing fat content, reducing the environmental impact of their packaging, and so on. Recent Product Innovations PepsiCo has a history of developing and launching a number of mid-calorie beverages and Pepsi Next is by no means their first attempt with this style of product. In addition to various Pepsi variations (described in the ‘Before Pepsi Next’ section below), they have had some recent success with reduced calorie versions within their Tropicana and Gatorade brands. One very successful mid-calorie product initiate is Trop50, which was launched in 2010. Trop50, as implied by its name, is a version of Tropicanawith 50% less sugar and calories. This new product was ranked as the 6th most successful new food/beverage product in its launch year with retailsales in excess of $70 million. Its initial success has continued over the last two years, with the Trop50 product line now generating over $150 million in sales. And even more successful was Pepsi’s launch of Gatorade G2 in 2007. (Note: Pepsi acquired the Gatorade brand with their purchase of the Quaker Company in 2001.) This low-calorie version of Gatorade was identified as themost successful new food/beverage product in 2008 in the US market, achieving sales over $150 million in its first year. Clearly, these fairly recent product successes with reduced calorie offerings under strong brands would have had the effect of buoying Pepsi’s confidence regarding the viability of this style of product. Hence, they believed that it was the right time to revisit a reduced calorie Pepsi variation. However, as some commentators have pointed out, it should be noted that their success (with Trop50 and G2) has occurred in their ‘good-for-you’ brand range, where consumers are already quite health-conscious and probably more responsive to healthier options. Therefore, whether this perceived benefit (of less sugar) will carry to ‘fun-for-you’ brands, like Pepsi, is less certain for the firm. Before Pepsi Next Perhaps surprisingly, Pepsi Next is PepsiCo’s fifth attempt at a mid-calorie beverage. In the 1970’s they introduced Pepsi Light, which was lemon flavored and contained 70 calories (as opposed to a normal Pepsi can at 150 calories). (Not to be confused with the current Pepsi Light brand marketed in various countries, which is a version of Diet Pepsi.) Then in the late 1980’s the firm introduced Jake’s Diet Cola, which came inat a mere 15 calories, but did not leverage the Pepsi brand name. At the time, Pepsi stated that the beverage had the potential to “revolutionize” thediet segment of the cola market. Prior to launch, Jake’s was extensively taste-tested against Diet Coke and the firm had strong hopes for its success. According to one of their vice presidents at the time (Edward E. Jenkins), “Jake’s represents a new taste concept in diet beverages and will provideconsumers in the booming diet soft drink category with a better-tasting, lowcalorie cola”. In the mid-1990’s,

Q.3 Case studyOrganizational behavior in this coca cola case study refers to the study of activities or behavior of the employees inside a commercial enterprise. Behavioural Science – Organizational behavior plays a crucial role in understanding these activities. Thereflective case study has been made depending on the issues faced the famous soft drink company Coca Cola. The aim of this coca cola case studyis to figure out the strategies with which the company can utilize it human capital in order to make the organization a better place to work. At the sametime, I have described the opportunities through which the company can continue its growth in the local market. Coco Cola has been serving the world for more than 130 years however, the organization is facing extreme problem in the market of the island countrylike Sri Lanka. The company is facing a downtrend regarding its brand value. In the year 2014 the brand value of Coca Cola a around 34 billion dollar whereas it has decreased to nearly 32billion dollar in the year 2018. It means the company has faced an acute loss of around 5.4 percent. In thiscoca cola case study discovered certain factors that have caused such an acute downfall of the branded organization. One of the factors is themismanagement inside the organization. In the following coca cola case study, I have highlighted how the improper workforce management of CocaCola has leaded the company to such an adverse situation. Reasons of the downfall of Coca Cola Company Communication: In order to identify problem lied behind the downfall of the Coca Cola Company discussed in this coca cola case study, I found certain issues and communication is one of such issues. The entire set up of the organization is so much corporate like that the employees hardly get time as well as scope to share their opinion or thought with other. It has affected thegrowth of the company in two different ways. First of all the staffs has could not get chance to share their problem with their leader. As a result, theycould not develop their skill in order to improve their performance. On th contrary, the company lost the opportunities of utilizing the innovative ideasof the workers that could have been fruitful for the Coca Cola Company. Feedback sharing: The HR of the team leader did not pay proper attention on sharing the feedback with the staffs of the. As a result, the employees didnot get the chance to improve their skill. Sometimes, they lacked of the proper knowledge of using the latest technology while producing the various products. This situation had a negative repercussion on the company’s growth as a lot of employee left the firm out of lack of dissatisfaction. As anirreversible effect, the company had to face an acute shortage of labour that has hindered the production rate. In my opinion the shortage of the human capital is one of the most important factors that has affect the growth of Coca Cola Company in a profound way. Motivation: I think motivation is one of the factors that are responsible for the shortage of the staffs inside the organization. It is true that Sri Lanka isone of the densely populated area in South Asia. As per the recent report held on 8th May, in the year 2019, which is refered in this coca cola casestudy the entire population of the country is 21,008,582 (Chandrajith et al., 2019, pp-12, pp-37) which is approximately 0.27 percent of the entire population of the world (Wijesuriya et al., 2019). As a result of such huge population the country enjoys the facility of plenty human capital. May bethat is the reason that the company treated its staff as a factor that can easily be replaced by some other employ. The management of thecompany did not pay attention in order to motivate the employees. For instance in this coca cola case study, they did not arrange propercompensation or increment which was quite demotivating for the staffs. As a result, theemployee showed less interest in order to enhance theirperformance. Absence of proper training: I found in this coca cola case study that one of the reasons of the downfall of Coca Cola Company is the lack of training theneeded to be provided to the employee in order to enhance their performance. Like other country like Australia, UK and many more the company did not have proper training facility for their employees. I think, that is the reason why the staffs that were unable to perform well were easily demotivated. In addition, the management did not take any measure in order to increase the efficiency of their workers. This situation had a adverse effect on their work performance which consequently followed by the decrease in products’ quality. Improper human resource management: Before writing this coca cola case study, I had gone through certain researches, which illustrate the error of the human resource management of Coca Cola Company. For instance, the company has collaborated with four bottling firms that created a big issue as the organization brought around ten thousand workers (Chiu, Fischer and Friedman, 2019, pp-109). It was actually double of the entire work force. As a result of such collaboration the company had to encounter with the problem of complexity of the unnecessary staffs as well as resignation of termination of employees (Chiu, Fischer and Friedman, 2019, pp-98). It created an unstable situation inside the organization that had a negative impact on the reputation of the company. In addition, the human resourcemanagers did not show proper interest in order to attract or retain thequality employee who could play significant role in betterment of thecompany. Attitude of team leader: The team leader failed to motivate their team members. Most of the time they could not encourage their subordinate staffsand thus they could take proper initiative in order to achieve the company’s target. In addition, the team leader r the supervisors did not perform theproper monitoring of the tasks of their subordinate team members.

Q.3 Case studyOrganizational behavior in this Coca Cola case study refers to the study of activities or behavior of the employees inside a commercial enterprise. Thereflective case study has been made depending on the issues faced the famous soft drink company Coca Cola. The aim of this Coca Cola case studyis to figure out the strategies with which the company can utilize its human capital in order to make the organization a better place to work. At the sametime, I have described the opportunities through which the company can continue its growth in the local market. Behavioural Science – Organizational behavior in this coca cola context is crucial to understanding these strategies. Coca Cola has been serving the world for more than 130 years; however, the organization is facing extreme problems in the market of the island country like Sri Lanka. The company is facing a downtrend regarding its brand value. In the year 2014, the brand value of Coca Cola was around 34 billion dollars, whereas it has decreased to nearly 32 billion dollars in the year 2018. It means the company has faced an acute loss of around 5.4 percent. In this coca cola case study discovered certain factors that have caused such anacute downfall of the branded organization. One of the factors is the mismanagement inside the organization. In the following coca cola casestudy, I have highlighted how the improper workforce management of Coca Cola has leaded the company to such an adverse situation.Reasons of the downfall of Coca Cola Company Communication: In order to identify problem lied behind the downfall of the Coca Cola Company discussed in this coca cola case study, I found certain issues and communication is one of such issues. The entire set up of theorganization is so much corporate like that the employees hardly get time as well as scope to share their opinion or thought with other. It has affected the growth of the company in two different ways. First of all the staffs has could not get chance to share their problem with their leader. As a result, theycould not develop their skill in order to improve their performance. On th contrary, the company lost the opportunities of utilizing the innovative ideasof the workers that could have been fruitful for the Coca Cola Company. Feedback sharing: The HR of the team leader did not pay proper attention on sharing the feedback with the staffs of the. As a result, the employees didnot get the chance to improve their skill. Sometimes, they lacked of the proper knowledge of using the latest technology while producing the various roducts. This situation had a negative repercussion on the company’s growth as a lot of employee left the firm out of lack of dissatisfaction. As anirreversible effect, the company had to face an acute shortage of labour that has hindered the production rate. In my opinion the shortage of the humancapital is one of the most important factors that has affect the growth of Coca Cola Company in a profound way. Motivation: I think motivation is one of the factors that are responsible for the shortage of the staffs inside the organization. It is true that Sri Lanka isone of the densely populated area in South Asia. As per the recent report held on 8th May, in the year 2019, which is refered in this coca cola casestudy the entire population of the country is 21,008,582 (Chandrajith et al., 2019, pp-12, pp-37) which is approximately 0.27 percent of the entirepopulation of the world (Wijesuriya et al., 2019). As a result of such huge population the country enjoys the facility of plenty human capital. May bethat is the reason that the company treated its staff as a factor that can easily be replaced by some other employ. The management of thecompany did not pay attention in order to motivate the employees. For instance in this coca cola case study, they did not arrange propercompensation or increment which was quite demotivating for the staffs. As a result, theemployee showed less interest in order to enhance their performance. Absence of proper training: I found in this coca cola case study that one of the reasons of the downfall of Coca Cola Company is the lack of training the needed to be provided to the employee in order to enhance theirperformance. Like other country like Australia, UK and many more the company did not have proper training facility for their employees. I think,that is the reason why the staffs that were unable to perform well were easily demotivated. In addition, the management did not take any measurein order to increase the efficiency of their workers. This situation had a adverse effect on their work performance which consequently followed by thedecrease in products’ quality. Improper human resource management: Before writing this coca cola case study, I had gone through certain researches, which illustrate the error of the human resource management of Coca Cola Company. For instance, the company has collaborated with four bottling firms that created a big issue as the organization brought around ten thousand workers (Chiu, Fischer and Friedman, 2019, pp-109). It was actually double of the entire work force. As a result of such collaboration the company had to encounter with the problem of complexity of the unnecessary staffs as well as resignation of termination of employees (Chiu, Fischer and Friedman, 2019, pp-98). It created an unstable situation inside the organization that had a negative impact on the reputation of the company. In addition, the human resource managers did not show proper interest in order to attract or retain the quality employee who could play significant role in betterment of the company. Attitude of team leader: The team leader failed to motivate their team members. Most of the time they could not encourage their subordinate staffsand thus they could take proper initiative in order to achieve the company’s target. In addition, the team leader r the supervisors did not perform theproper monitoring of the tasks of

Q.2 Case studyA new report released by AIM Research and Hansa Cequity studies how and to what extent organisations in India leverage behavioural science and datascience to analyse consumer behaviour across different industries and functions. Behavioural Science – A new report released highlights these findings. The report titled “Impact of Behavioural Science and Data Science on Consumer Behaviour” also dives into the connection between behavioural and data science in comprehending consumer behaviour and makes a case for their use in collaboration. Data science has seen increasing popularity in the last couple of years and is used extensively by most organisations to identify growth drivers. Whiledata is a critical input to improve customer satisfaction and increase revenues, Behavioural Science plays a crucial role in studying and analysingcustomer experiences, brand loyalty, and overall consumer journey. According to the study, there is limited use of Behavioural Science techniques by Indian organisations to study buying behaviour. Around one in five respondents said they had none or rare utilisation, indicating a significant scope for improvements across certain industries and functions, some more than others. This includes studying consumers’ implicit attitudes towards the brand or analysing the impact of celebrity endorsements, ethnocentrism, the social image of inclusion or exclusivity,etc. Behavioural Science – A new report released provides detailed insights through a comprehensive analysis of the survey. The study highlights cases where the utilisation of BehaviouralScience could see improved outcomes if two functions within the same company worked together. Along with this, the study identifies areas inwhich Behavioural Science and Data Science can be used in conjunction. The study can be used by leaders or decision-makers to get insight intowhere their companies stand in utilising Behavioural Sciences compared to others and realise areas where they are falling behind. The study also helpsits readers identify future roadmaps in terms of using Behavioural Science along with Data Science to their advantage. Overall, almost every Behavioural Science technique (surveyed) had more than two in five respondents (40%) agreeing to its high/very high utilisation. Although, almost every technique also had more than 20% who said they had none or rare utilisation. Respondents in the marketing function hadhigher utilisation of most Behavioural Science techniques surveyed than all the other functions. This was one of the key findings in the Behavioural Science – A new report released. Almost every technique had more than/around two inthree (66%) Marketing respondents, saying that they have a high/very high utilisation. In terms of industry, different sectors had the highest share of respondents claiming they have a high/very high utilisation of different BehaviouralScience techniques. However, Telecom & Media consistently performed well—almost every technique had more than 50% of Telecom & Mediarespondents saying yes to utilising it to a high/very high extent. behavior.Q u e s t i o n :(10 × 2 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.1 Case studyFour years ago, the Texas Office of the Attorney General (OAG), which is the state’s child support enforcement agency, began mailing letters to a smallnumber of incarcerated noncustodial parents (NCPs) with information on how to apply for a modification of their child support order. NCPs oftenbecome unable to make their monthly child support payments when they are incarcerated, and, if they do not request and obtain a downward ordermodification, they may leave prison with significant child support arrearages that follow them for years. To understand Behavioural Science – what are the changes in response rates and application accuracy, the BIAS team partnered with OAG to determine whether the tools of behavioral economics can be used to increase the overall response rate of incarcerated NCPs, as well as the accuracy and timeliness of their application materials. BIAS and OAG analyzed every step in the modification request process from the wording of the outreach letter and application to the actions the NCPmust take within the prison to get an application notarized by a law librarian and returned to OAG by mail. The team identified several potential “bottleneck” points at which NCPs may not follow through with the process. But what are the changes, according to Behavioral Science, which could be made to these steps? The NCP may receive the letter but decide not to open it. Because the NCP likely associates OAG with child support enforcement, seeing a letter fromthis agency may stimulate a negative affective response and the ostrich effect1 (the tendency to “put one’s head in the sand” and avoid undesirable information). Or, the NCP may perceive the deliberation costs in time and mental effort to be too high to fully examine the letter. According to Behavioral Science – What are the changes that may address this issue? The NCP may not decide to act on the letter. The letter mentions the NCP’s incarceration several times, identifying him as a prisoner rather than aparent. This increases the saliency of their prisoner identity,2 which may reduce their motivation to act. Here lies an insight from Behavioral Science – What are the changes needed to shift focus from imprisonment to parenthood? The NCP may not follow through. Even if the NCP is interested in applying for a modification, he may procrastinate3 in completing the application orforget to request an appointment with the law librarian because this is not part of his everyday routine. Behavioral Science – What are the changes that could reduce procrastination? The NCP may not successfully submit the application. After the NCP attends the appointment, the law librarian may find that the application isincomplete and the NCP will need to complete the application and return it at another time. The NCP may forget to request notarization or even forget todrop the completed application in the mail. The NCP may see the future when they are released from prison as too distant to plan for. NCPs may exhibit some degree of present bias — overweighing the present with respect to the future. When the projected release date is psychologically distant, the NCP may think about it abstractly, and neglect to consider the negative effects of accrued arrears. The team has redesigned the materials that are sent to incarcerated NCPs to address these bottlenecks in ways that are informed by behavioral economics. They are beginning to see what the changes can be through Behavioral Science – What are the changes you suggest? To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.5 Case studyBeing a new leader is quite difficult because organizations often face tough problems and challenges that need quick responses. For a new leader, thisis challenging since the atmosphere of crisis provides no time or patience for learning. Secondly, most organizations are rigid and sticks to the old beliefthat “old is gold”. They do not allow room for raw talent, training, making mistakes and experimentation. Most organizations believe that an effectiveleader is that who has long years of service. The art of leadership encompasses many elements, especially for those who are being a new leader and adjusting to these challenges. A leader as defined by some scholars refers to someone with commanding authority and influence. Others define it as a person’s ability to influencepeople and groups within the organization and hence helping them set up their goals and guide them towards achieving those goals set by theorganization (Afsenah, 2012). The art of leadership, especially being a new leader, involves mastering these skills. Jack Hartnett’s leadership skills encompasses all the above. Though he appears bossy and autocratic, he puts into consideration the welfare of hisemployees and listens to them. He adopts the no-nonsense attitude and develops it into a culture in the organization. An organization can develop aculture where the employees share common values and beliefs on work-related issues. This is what Jack does and it indeed produces results andleads to the success of the company. Being a new leader in an organization with an established culture can be daunting, but mastering this art is crucial. He allows his employees to balance their family life with work and when they face problems he acts as their counselor and helps them resolve theirissues. His autocratic and intolerance enabled him to succeed. He sets the rules which his employees must follow. He ensures that his employees arehappy because he believes that unhappy people do not produce results. As a result, he has managed to create an organization that is dynamic andsuccessful. Understanding the art of leadership, especially when being a new leader, is key to his success. In choosing the person to represent them, a leader needs to understand the cultural context of the host country. Discrimination is one of the factorsinfluencing the leader’s choice of the person to go to Saudi Arabia. In countries like Saudi Arabia, defined by Edward Hall’s model as high contextcountries (Hall, 1976), cultural nuances communicate more and determines the kind of response received and if not handled well, this can lead to the loss of a business deal. It determines whether a business deal will succeed or not. The art of leadership, especially being a new leader, means navigating such cultural complexities effectively. Women in the country are the most discriminated and disadvantaged and this is not based on their abilities or actions, but based on cultural factors.Women face obstacles and barriers of becoming leaders and men prevent them from moving to the highest levels of organizations. In Saudi Arabia,women experience gender segregation and are barred from participating in public life including work places. Choosing a woman to go on this missionwould seem disrespectful for the culture adopted by the Saudi Arabian government and automatically lead to the failure of this enterprise. Thus,leaders are to know the culture of the people in question to enable them to make the necessary decisions. This understanding is part of the art of leadership, particularly for someone being a new leader in such a setting. In an organization, what determines high compensation packages usually is the place that one holds. Top executives in any organization, both publicand private, wield large amount of power. The legitimacy of their positions enables them to get high compensation packages. Compared to otheremployees, they enjoy many privileges because of their power. This is because they are usually the ones responsible for allocation of resources tothemselves and to those in lower positions. Furthermore, these executives are usually in high demand and organizations compete with each other toacquire them. Understanding the impact of culture is important to a leader since leadership is a social and an interpersonal process. The leader needs toresearch and understand the different cultures so that he can make more informed decisions. As a leader, choosing this man to represent hiscompany would be the most favorable thing to do as it will enable him to attain his set goals and succeed in closing profitable deals. Since the man inquestion does not have experience, this can offer a perfect opportunity for him to develop his skills and experience hence benefiting the organization.For the woman who is more experienced and more qualified, the leader can explain to her the cultural obstacles involved hence not hurting her feelings. The leader can send her to go on missions in other countries that are low-contexts and that encourages women taking leadership roles. Training andeducation can help people be aware of their biases, understand their own and others’ cultural point of view and accept their differences. By havingdiverse people in leadership positions, an organization “walks the walk” and can prove its commitment to diversity. This is crucial in the art of leadership, especially for those being a new leader in diverse environments. Question:(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.4 Case studyJust 2 months out of training you were assigned to the Logistics Readiness Squadron in Minot, North Dakota. It was here you began to understand the Art of Leadership – just 2 months out of training. After in-processing with the unit, you sitdown with your squadron commander, Major Carnage, and relay your lack of experience and uncertainty about the job. “Sir, I was open to anything the Air Force handed me,” you said to the commander, “but logistics in North Dakota wasn’t even close to being on my dream sheet. How am I going tolead if I don’t even have the skills to tell people how and what to do?” The commander replied, “As an officer you should be ready to lead anywhere andanytime you are put into a position, no matter what training you’ve had. Don’t worry about it though–you’re going to be the assistant flightcommander for Bravo Flight under the eyes of Captain Vogel, the Bravo Flight Commander.” The Art of Leadership – Just 2 months out of training, you find yourself in a challenging situation. After 7 months on the job, Captain Vogel tells you he is leaving in 2 weeks for Columbus AFB MS for Undergraduate Pilot Training (UPT) and will behanding the Bravo Flight reigns over to you permanently. You shudder at the thought but quickly remember what your commander had said aboutofficers leading anytime and anywhere. You take the job head-on, using the same techniques Capt Vogel applied to lead the flight. For some reason, the15 personnel under your supervision randomly disregard your orders and quickly fall behind on the vehicle maintenance schedule. The commandercalls you into his office one day to discuss the decline in flight morale and unit effectiveness. You begin to think about the Art of Leadership – especially in light of your limited experience. As you ponder, you say, “I’m a second lieutenant with some job knowledge, I’ve already sat down with the members of Bravo Flight and told them what Iexpect from them–just to let them know who’s boss. I take care of tasks they should be doing to show I care about them, I give each member as much ‘down time’ as needed; I don’t nag them about accomplishing their jobs because that would be considered micromanagement, and I even givethem leeway with mistakes by not reprimanding or correcting them. I thought they would like me for being down to earth and joking around withthem. What the heck am I doing wrong?” Question:(20 × 1 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. Using his expertise, Dr. Banakar can certainly provide insights into the Art of Leadership – just 2 months out of training experiences. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.3 Case studyESMT Case Study Leadership styles Konstantin KorotovVignette 1: Fire alarm in Bucharest An engineer from the Bucharest office of a global company describes a recently experienced situation. We were sittingat an extraordinary staff meeting in a windowless office in our company’s building in Bucharest. Almost all of the Romanian office people were invited to listen to a big boss from Munich. One could clearly see that our local managers were trying to do everything possible to leave a positive impression with the guest from headquarters. Our local top brass people were smiling and nodding all the time when the visitor spoke, and the Romanian general manager was even taking notes on his tablet computer, something that he never does as part of learning the Art of Leadership – ESMT Case Study Leadership. The visitor from Munich was talking about the responsibility each of us had for cutting costs. Suddenly the meeting room went completely dark and afire alarm sounded. Everyone stayed sitting at their places, waiting for instructions. The visitor from Munich went silent, but our local bosses forsome reason were silent too. Finally someone from the audience lost patience and shouted: “For how much longer are we going to sit here? Do you want to burn here? It’s time to get out.” People jumped from their seats and started making their way to the exit. They were stepping on each other’s feet and bumping against the furniture. When we were finally out of the building it became clear that a fire had started in one of office’s electric rooms, and fire-fighters were already handling it. Luckily, nobody was injured. When the situation cleared, the engineer found himself thinking about the behavior of the managers in this situation: Thiscase study was prepared by Konstantin Korotov of ESMT European School of Management and Technology. Sole responsibility for the content restswith the author. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of amanagement situation. Question:(10 × 2 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. This team has studied the Art of Leadership. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.2 Case studyIn a small community with a long tradition of art appreciation, a board managed the policies of the local arts council. Over the course of many years, the reputation of the community’s appreciation of the arts grew statewide. For decades, the arts council thrived and the community benefitted greatly from the business, industry, and education that developed through local pride in the arts. The Art of Leadership – In a small community, is evident here. One year a new member of the board became disenfranchised with the director of the arts council because he did not include the board member’s art piece in the annual art exhibit. The director assured the board member that the artwork was judged to be good by the advisory committee that selected art for the art exhibit, butmany other art pieces were superior to that piece of artwork. For decades, the selection of art for the annual exhibits by the advisory committee was sacrosanct. The thought of interference in the selection process by a board member of the arts council was unthinkable. The new board member wasselected by his peers primarily because of his financial standing in the community, not because he had a history of supporting the arts. In fact, he had shown very little interest in the art of leadership within the small community’s arts endeavors and exhibits before joining the board. This was widely known by many others on the board and by the director; yet, he was added to the board. It became obvious soon after his appointment that the board and the director had sacrificed its purpose and commitment to the arts for the status of and possible financial contributions from the new board member. It was also obvious that the new board member was not committed to the arts and he had no respect for the long-standing process of selecting art for the annual exhibit. After the director explained the process of selecting art for the exhibit and the critical role of the advisory committee, the new board member was unmoved. He insisted that his artwork is included in the exhibit. The director informally and formally addressed the issue with the other board members. Rather than maintaining its integrity and focus on the traditional process of artwork selection; instead of standing strong against one board member’s inappropriate demands; instead of appreciating and respecting the authority and responsibility of the director’s position and key role in the council and community; instead of standing on its own principles, all of that was compromised and the questionable artwork was included in the exhibit. This unfortunate and ill-advised decision by the board and director created chaos. Other board members began to question the art show selections by the advisory committee and each one began to name their own favorite art pieces. Over a brief period, the selection process broke down completely; the quality of the art exhibit declined; the trust of the director diminished, and the once broad community support of the arts council started to erode. The director was removed and without a succession plan for the leadership position, a director was selected that was unqualified for the position and who was told by the board that he was not to operate independently of the board. In other words, the board made it clear that they would run the organization. In the art of leadership, especially in a small community, respect for established processes is critical. 34 Years later that once proud and prestigious arts council became a shell of its former existence, and its decline started with one board member who put himself over the best interests of the organization and was supported by a board and leader that failed to carry out its duties and responsibilities when they abandoned the organization’s purpose and traditions. Once the trust was eroded and the focus of the organization shifted from its mission to individual self-interests, the core of the organization was damaged from the inside out. The purpose of leadership and the art of leadership was lost. But more importantly, sustainability of the effectiveness of the organization suffered within that small community. Question:(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis

Q.1 Case studyLaura is the associate director of a non-profit agency that provides assistance to children and families. She is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months. Laura is focusing on mastering the Art of Leadership – Laura is the associate for her role. Manager 1: Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper level leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is very motivated and driven and expects the samefrom her staff. Manager 2: Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within theagency. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation offamily services. Linda is very capable and can sometimes take on too much. Linda’s experience is highly valued in the agency, which is why Laura is the associate in charge of leveraging the Art of Leadership. The managers are sensing that staffs are becoming overworked as everyonetakes on increased responsibilities due to high staff turnover. Staffs have also mentioned that Laura’s “glass half-empty” conversation style leavesthem feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff.Laura said she has not received sufficient information from the finance department to complete the budgets. The finance department said they havesent her all the information they have available. As staff becomes distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget. Laura needs to employ the Art of Leadership techniques to resolve these issues. Q u e s t i o n s :(4 × 5 = 20) To get complete solutions or answer sheets for your IIBMS Case study papers, contact Dr. Aravind Banakar. With over 24 years of experience, he specializes in crafting customized, unique, and plagiarism-free case study answers with Project reports and Thesis. Dr. Banakar is a trusted resource for reputable and reliable academic support in India. He has a team of over 100 PhD professionals. You can contact Dr. Banakar through the following channels: IIBMS MBA Solved Answer Sheets EMBA IIBMS Answer Sheets & Case Studies IIBMS DMS Answer Sheets IIBMS Doctorate Case Study Answers and Thesis GMS, GBA IIBMS Answer Sheets IIBMS MBA, EMBA & DMS Projects & Thesis