Wednesday 2 October 2013

Business Strategy Case 1 (20 Marks) Door Darshan is the India’s premier public service broadcaster with more than 1,000 transmitters covering 90% of the country’s population across on estimated 70 million homes. It has more than 20,000 employees managing its metro and regional channels. Recent years have seen growing competition from many private channels numbering more than 65, and the cable and satellite operators (C & S). The C & S network reaches nearly 30 million homes and is growing at a very fast rate. DD’s business model is based on selling half – hour slots of commercial time to the programme producers and charging them a minimum guarantee. For instance, the present tariff for the first 20 episodes of a programme Rs.30 lakhs plus the cost of production of the programme. In exchange the procedures get 780 seconds of commercial time that he can sell to advertisers and can generate revenue. Break-even point for procedures, at the present rates, thus is Rs.75,000 for a 10 second advertising spot. Beyond 20 episodes, the minimum guarantee is Rs.65 lakhs for which the procedures has to charge Rs.1,15,000 for a 10 second spot in order to break-even. It is at this point the advertisers face a problem – the competitive rates for a 10 second spot is Rs.50,000. Procedures are possessive about buying commercial time on DD. As a result the DD’s projected growth of revenue is only commercial time on DD. As a result the DD’s projected growth of revenue is only 6- 10% as against 50-60% for the private sector channels. Software suppliers, advertisers and audiences are deserting DD owing to its unrealistic pricing policy. DD has options before it. First, it should privates, second it should remain purely public service broadcaster and third, a middle path. The challenge seems to be exploit DD’s immense potential and emerge as a formidable player in the mass media. i. What is the best option, in your view, for DD? ii. Analyse the SWOT factors the DD has. iii. Why do you think that the proposed alternative is the best? Case 2 In 2006-07 PTC Food division decided to enter the fast growing (20-30% annually) snacks segment, an altogether new to it. It had only one national competitor-Trepsico's Trito. After a year its wafer snack brand- Ringo, fetched 20% market share across the country. Ringo's introduction was coincided with the cricket world cup. The wafer snacks market is estimated to be around Rs. 250 crores. The company could take the advantage of its existing distribution network and also source potatoes from farmers easily. Before the PTC could enter the market a cross-functional team made a customer survey through a marketing research group in 14 cities of the country to know about the snacks of eating habits of people. The result showed that the customers within the age-group of 15-24 years were the most promising for the product as they were quite enthusiastic about experimenting new snack taste. The company reported to its chefs and the chefs came out with 16 flavours with varying tastes suiting to the targetted age-group. The company decided to target the youngsters as primary target on the assumption that once they are lured in, it was easier to reach the whole family. Advertising in this category was extremely crowded. Every week two-three local products in new names were launched, sometimes with similar names. To break through this clutter the company decided to bank upon humour appeal. The Industry sources reveal that PTC spent about Rs. 50 crores on advertisement and used all possible media- print and electonic, both including the creation of its own website, Ringoringoyoungo.com with offers of online games, contests etc. Mobile phone tone downloading was also planned which proved very effective among teenagers. The site was advertised on all dotcom networks. Em TV, Shine TV, Bee TV and other important channels were also used for its advertisement along with FM radio channels in about 60 cities with large hoardings at strategic places. Analysts believes that Ringo's success story owes a lot to PTC's widespread distribution channels and aggressive advertisements. Humour appeal was a big success. The `Ringo' was made visible by painting the Railway bogies passing across the States. It has also been successful to induce Lovely Brothers' Future Group to replace Trito in their Big-Bazaar and chain of food Bazaars. PTC is paying 4% higher margin than Trepsico to Future group and other retailers. Ringo to giving Trepsico a run for its money. Trito's share has already been reduced considerably. Retail tie- ups, regional flavours, regional humour appeals have helped PTC. But PTC still wants a bigger share in the market and in foreign markets also, if possible. Answer the following questions: a) What is SWOT Analysis? (4 Marks) b) What are the strength of PTC? (4 Marks) c) What are the weaknesses of PTC for entering into the branded snacks market? (4 Marks) d) What kind of marketing strategy was formulated and implemented for Ringo? What else need to be done by Ringo so as to enlarge its market? (8 marks ) Case 3 Dr. Sukumar inherited his father’s Dey’s Lab in Delhi in 1995. Till 2002, he owned 4 labs in the National Capital Region (NCR). His ambition was to turn it into a National chain. The number increased to 7 in 2003 across the country, including the acquisition of Platinum lab in Mumbai. The number is likely to go to 50 within 2 – 3 years from 21 at present. Infusion of Rs.28 crores for a 26% stake by Pharma Capital has its growth strategy. The lab with a revenue of Rs.75 crores is among top three Pathological labs in India with Atlantic (Rs.77 crores) and Pacific (Rs.55 crores). Yet its market share is only 2% of Rs.3,500 crores market. The top 3 firms command only 6% as against 40 – 45% by their counterparts in the USA. There are about 20,000 to 1,00,000 stand alone labs engaged in routine pathological business in India, with no system of mandatory licensing and registration. That is why Dr. Sukumar has not gone for acquisition or joint ventures. He does not find many existing laboratories meeting quality standards. His six labs have been accredited nationally whereon many large hospitals have not thought of accreditation. The College of American Pathologists accreditation of Dey’s lab would help it to reach clients outside India. In Dey’s Lab, the bio-chemistry and blood testing equipments are sanitized every day. The bar coding and automated registration of patients do not allow any identity mix-ups. Even routine tests are conducted with highly sophisticated systems. Technical expertise enables them to carry out 1650 variety of tests. Same day reports are available for samples reaching by 3 p.m. and by 7 a.m. next day for samples from 500 collection centres located across the country. Their technicians work round the clock, unlike competitors. Home services for collection and reporting is also available. There is a huge unutilized capacity. Now it is trying to top other segments. 20% of its total business comes through its main laboratory which acts as a reference lab for many leading hospitals. New mega labs are being built to encash preclinical and multi – centre clinical trials questions. i. What do you understand by the term Vision? What is the difference between ‘Vision’ and ‘Mission’? What vision Dr. Sukumar has at the time of inheritance of Dey’s lab? Has it been achieved? ( 8 Marks) ii. For growth what business strategy has been adopted by Dr. Sukumar? . (2Marks) iii.What is the marketing strategy of Dr. Sukumar to overtake its competitors? . (6Marks) iv. In your opinion what could be the biggest weakness in Dr. Sukumar’s business strategy? . (4 Marks) Case : 4 (20 Marks ) The origins of Deepak Nitrite—the flagship comp any of the Deepak group of industries-go back to 1970 when Chimanlal K. Mehta, an entrepreneur, sensing an opportunity in India’s drive towards selfsufficiency and import substitution and relying on his trading and manufacturing experience, ventured into the chemicals industry. The Company was originally incorporated as Deepak Nitrite Private Limited in 1970, under the Companies Act, 1956 and was subsequently converted into a public limited company in the name of Deepak Nitrite Limited in 1971. The company’s registered office is at Vadodara and its corporate office is at Pune with manufacturing plants in Gujarat and Maharashtra. Net sales for the year ending March 2007 are about Rs. 4172 million and net profit is Rs. 357 million. Exports constitute nearly half of the sales. Overt he years, Deepak Nitrite has grown impressively through a judicious use of integration, related diversification and internationalization strategies, using the means of acquisition and restructuring. In 1983, adopting a horizontal integration strategy, the company used foreign collaboration to start commercial production of ammonia. In 1989, the group employed ammonia-based forward integration and also diversified into the chemicals related area of methanol. In 1992 came the commercial production of low-density ammonium nitrate, nitro phosphate and nitric acid, resulting in a multi-product portfolio consisting of organic, inorganic, fine and specialty chemicals. Deepak Nitrite has made tremendous progress over the years and has posted impressive financial results as well as excellent export performance. It (the growth of the company), was born out of a process of deep thinking, strategy and planning,’ said the managing director Deepak Mehta, who claims that planned strategy has led to growth. Environmental scanning led to foreseeing the threats coming from a dismantled duty regime. Anticipating this, the company went about implementing strategies that would convert these threats into opportunities. The strategic approach was to build on its strengths in niche areas of the chemicals market, leverage strong R & D and a robust lab to product ion skills, bring the strengths up to global levels and work towards a leadership position. The success of Deepak Nitrite could be attributed to its focused strategy. Implementation capabilities. A series of plans, programmes and project have been initiated and implemented over the years, in alignment with its corporate and business strategies. For instance, it has worked on a number of R&D projects over the years to develop its skills to swiftly transfer products from the labs through production to the markets. It has effectively developed differentiating capabilities by planning and implementing projects for handling bulk products to handling batch products, transforming from a commodity supplier to a value-added, branded product supplier with customization skills. Projects in supply chain management have helped the company in extending its ability to source its own raw material to tracking customers’ delivery and inventory scheduling. Cost control has been attempted through wider sourcing; including international vend ors, and investing in energy-saving equipments. In the course of strategy implementation, Deepak Nitrite has to deal with a host of government agencies for procedural implementation. For example, raising finance has taken it to SEBI. A continual interaction takes place with the export and import regulatory authorities. For instance, anti-dumping duties have been levied on the comp any for sourcing cheap materials from China. Being in the chemical processing industry, the company is under the scrutiny of environmental protection agencies. It has been a signatory to the ‘Responsible Care’ initiative of the global chemical industry. It has also achieved the ISO 14001 certification. Dealing with explosives, the company has to seek licenses from the Department of Explosives, Industrial Safety and Health Departments and State Pollution Boards of Gujarat and Maharashtra. Apart from these are the regulatory requirements dealing with taxation purposes. Resource generation has been through raising money in the capital markets on the basis of its good reputation, internal accruals, loans from commercial banks and financial institutions and sale of factory land at Pune.28 Questions:- 1. Identify and discuss briefly, the three themes of strategy implementation of activating strategies, managing change and achieving effectiveness in the case of Deepak Nitrite. 2. picking up data from the case, demonstrate how formulation and implementation of strategy are interdependent.

Business Strategy

___________________________________________________________________________
Case 1 (20 Marks)
Door Darshan is the India’s premier public service broadcaster with more than 1,000 transmitters
covering 90% of the country’s population across on estimated 70 million homes. It has more than
20,000 employees managing its metro and regional channels. Recent years have seen growing
competition from many private channels numbering more than 65, and the cable and satellite
operators (C & S). The C & S network reaches nearly 30 million homes and is growing at a very fast
rate.
DD’s business model is based on selling half – hour slots of commercial time to the programme
producers and charging them a minimum guarantee. For instance, the present tariff for the first 20
episodes of a programme Rs.30 lakhs plus the cost of production of the programme. In exchange
the procedures get 780 seconds of commercial time that he can sell to advertisers and can generate
revenue. Break-even point for procedures, at the present rates, thus is Rs.75,000 for a 10 second
advertising spot. Beyond 20 episodes, the minimum guarantee is Rs.65 lakhs for which the
procedures has to charge Rs.1,15,000 for a 10 second spot in order to break-even. It is at this
point the advertisers face a problem – the competitive rates for a 10 second spot is Rs.50,000.
Procedures are possessive about buying commercial time on DD. As a result the DD’s projected
growth of revenue is only commercial time on DD. As a result the DD’s projected growth of revenue
is only 6-
10% as against 50-60% for the private sector channels. Software suppliers, advertisers and
audiences are deserting DD owing to its unrealistic pricing policy. DD has options before it. First, it
should privates, second it should remain purely public service broadcaster and third, a middle path.
The challenge seems to be exploit DD’s immense potential and emerge as a formidable player in the
mass media.
i. What is the best option, in your view, for DD?
ii. Analyse the SWOT factors the DD has.
iii. Why do you think that the proposed alternative is the best?
Case 2
In 2006-07 PTC Food division decided to enter the fast growing (20-30% annually) snacks segment,
an altogether new to it. It had only one national competitor-Trepsico's Trito. After a year its wafer
snack brand- Ringo, fetched 20% market share across the country. Ringo's introduction was
coincided with the cricket world cup. The wafer snacks market is estimated to be around Rs. 250
crores.
The company could take the advantage of its existing distribution network and also source potatoes
from farmers easily. Before the PTC could enter the market a cross-functional team made a customer
survey through a marketing research group in 14 cities of the country to know about the snacks of
eating habits of people. The result showed that the customers within the age-group of 15-24 years
were the most promising for the product as they were quite enthusiastic about experimenting new
snack taste. The company reported to its chefs and the chefs came out with 16 flavours with varying
tastes suiting to the targetted age-group.
The company decided to target the youngsters as primary target on the assumption that once they
are lured in, it was easier to reach the whole family.
Advertising in this category was extremely crowded. Every week two-three local products in new
names were launched, sometimes with similar names. To break through this clutter the company
decided to bank upon humour appeal.
The Industry sources reveal that PTC spent about Rs. 50 crores on advertisement and used all
possible media- print and electonic, both including the creation of its own website,
Ringoringoyoungo.com with offers of online games, contests etc. Mobile phone tone downloading
was also planned which proved very effective among teenagers. The site was advertised on all
dotcom networks. Em TV, Shine TV, Bee TV and other important channels were also used for its
advertisement along with FM radio channels in about 60 cities with large hoardings at strategic
places.
Analysts believes that Ringo's success story owes a lot to PTC's widespread distribution
channels and aggressive advertisements. Humour appeal was a big success. The `Ringo' was made
visible by painting the Railway bogies passing across the States. It has also been successful to
induce Lovely Brothers' Future Group to replace Trito in their Big-Bazaar and chain of food Bazaars.
PTC is paying 4% higher margin than Trepsico to Future group and other retailers.
Ringo to giving Trepsico a run for its money. Trito's share has already been reduced considerably.
Retail tie- ups, regional flavours, regional humour appeals have helped PTC. But PTC still wants a
bigger share in the market and in foreign markets also, if possible.
Answer the following questions:
a) What is SWOT Analysis? (4 Marks)
b) What are the strength of PTC? (4 Marks)
c) What are the weaknesses of PTC for entering into the branded snacks market? (4 Marks)
d) What kind of marketing strategy was formulated and implemented for Ringo?
What else need to be done by Ringo so as to enlarge its market? (8 marks )
Case 3
Dr. Sukumar inherited his father’s Dey’s Lab in Delhi in 1995. Till 2002, he owned 4 labs in the National
Capital Region (NCR). His ambition was to turn it into a National chain. The number increased to 7 in
2003 across the country, including the acquisition of Platinum lab in Mumbai. The number is likely to go
to 50 within 2 – 3 years from 21 at present. Infusion of Rs.28 crores for a 26% stake by Pharma Capital
has its growth strategy.
The lab with a revenue of Rs.75 crores is among top three Pathological labs in India with Atlantic
(Rs.77 crores) and Pacific (Rs.55 crores). Yet its market share is only 2% of Rs.3,500 crores
market. The top 3 firms command only 6% as against 40 – 45% by their counterparts in the USA.
There are about 20,000 to 1,00,000 stand alone labs engaged in routine pathological business in
India, with no system of mandatory licensing and registration. That is why Dr. Sukumar has not
gone for acquisition or joint ventures. He does not find many existing laboratories meeting quality
standards. His six labs have been accredited nationally whereon many large hospitals have not
thought of accreditation. The College of American Pathologists accreditation of Dey’s lab would help it
to reach clients outside India.
In Dey’s Lab, the bio-chemistry and blood testing equipments are sanitized every day. The bar
coding and automated registration of patients do not allow any identity mix-ups. Even routine tests
are conducted with highly sophisticated systems. Technical expertise enables them to carry out
1650 variety of tests. Same day reports are available for samples reaching by 3 p.m. and by 7 a.m.
next day for samples from 500 collection centres located across the country. Their technicians work
round the clock, unlike competitors. Home services for collection and reporting is also available.
There is a huge unutilized capacity. Now it is trying to top other segments. 20% of its total business
comes through its main laboratory which acts as a reference lab for many leading hospitals. New
mega labs are being built to encash preclinical and multi – centre clinical trials questions.
i. What do you understand by the term Vision? What is the difference between ‘Vision’ and
‘Mission’? What vision Dr. Sukumar has at the time of inheritance of Dey’s lab? Has it been
achieved? ( 8 Marks)
ii. For growth what business strategy has been adopted by Dr. Sukumar?
. (2Marks)
iii.What is the marketing strategy of Dr. Sukumar to overtake its competitors?
. (6Marks)
iv. In your opinion what could be the biggest weakness in Dr. Sukumar’s business strategy?
. (4 Marks)
Case : 4 (20 Marks )
The origins of Deepak Nitrite—the flagship comp any of the Deepak group of industries-go back to 1970
when Chimanlal K. Mehta, an entrepreneur, sensing an opportunity in India’s drive towards selfsufficiency
and import substitution and relying on his trading and manufacturing experience, ventured into
the chemicals industry. The Company was originally incorporated as Deepak Nitrite Private Limited in
1970, under the Companies Act, 1956 and was subsequently converted into a public limited company in
the name of Deepak Nitrite Limited in 1971. The company’s registered office is at Vadodara and its
corporate office is at Pune with manufacturing plants in Gujarat and Maharashtra. Net sales for the year
ending March 2007 are about Rs. 4172 million and net profit is Rs. 357 million. Exports constitute nearly
half of the sales.
Overt he years, Deepak Nitrite has grown impressively through a judicious use of integration, related
diversification and internationalization strategies, using the means of acquisition and restructuring. In
1983, adopting a horizontal integration strategy, the company used foreign collaboration to start
commercial production of ammonia. In 1989, the group employed ammonia-based forward integration and
also diversified into the chemicals related area of methanol. In 1992 came the commercial production of
low-density ammonium nitrate, nitro phosphate and nitric acid, resulting in a multi-product portfolio
consisting of organic, inorganic, fine and specialty chemicals. Deepak Nitrite has made tremendous
progress over the years and has posted impressive financial results as well as excellent export
performance. It (the growth of the company), was born out of a process of deep thinking, strategy and
planning,’ said the managing director Deepak Mehta, who claims that planned strategy has led to growth.
Environmental scanning led to foreseeing the threats coming from a dismantled duty regime. Anticipating
this, the company went about implementing strategies that would convert these threats into opportunities.
The strategic approach was to build on its strengths in niche areas of the chemicals market, leverage
strong R & D and a robust lab to product ion skills, bring the strengths up to global levels and work
towards a leadership position.
The success of Deepak Nitrite could be attributed to its focused strategy. Implementation capabilities. A
series of plans, programmes and project have been initiated and implemented over the years, in
alignment with its corporate and business strategies. For instance, it has worked on a number of R&D
projects over the years to develop its skills to swiftly transfer products from the labs through production to
the markets. It has effectively developed differentiating capabilities by planning and implementing
projects for handling bulk products to handling batch products, transforming from a commodity supplier to
a value-added, branded product supplier with customization skills. Projects in supply chain management
have helped the company in extending its ability to source its own raw material to tracking customers’
delivery and inventory scheduling. Cost control has been attempted through wider sourcing; including
international vend ors, and investing in energy-saving equipments.
In the course of strategy implementation, Deepak Nitrite has to deal with a host of government agencies
for procedural implementation. For example, raising finance has taken it to SEBI. A continual interaction
takes place with the export and import regulatory authorities. For instance, anti-dumping duties have
been levied on the comp any for sourcing cheap materials from China. Being in the chemical processing
industry, the company is under the scrutiny of environmental protection agencies. It has been a signatory
to the ‘Responsible Care’ initiative of the global chemical industry. It has also achieved the ISO 14001
certification. Dealing with explosives, the company has to seek licenses from the Department of
Explosives, Industrial Safety and Health Departments and State Pollution Boards of Gujarat and
Maharashtra. Apart from these are the regulatory requirements dealing with taxation purposes. Resource
generation has been through raising money in the capital markets on the basis of its good reputation,
internal accruals, loans from commercial banks and financial institutions and sale of factory land at
Pune.28
Questions:-
1. Identify and discuss briefly, the three themes of strategy implementation of activating strategies,
managing change and achieving effectiveness in the case of Deepak Nitrite.
2. picking up data from the case, demonstrate how formulation and implementation of strategy are
interdependent.

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