Allied Irish Banks – The Currency Derivatives Fiasco

Allied Irish Banks – The Currency Derivatives Fiasco

Risk Management in Banks, Value at Risk (VAR) Model

The case discusses how John Rusnak (Rusnak), a trader at Allfirst Financial Inc. (Allfirst), the US subsidiary of Ireland’s leading bank – Allied Irish Banks (AIB), lost $750 mn in foreign exchange trading operations. It describes in detail how the fraudulent trading activities and manipulation of records by Rusnak resulted in major losses. The case brings out the complete sequence of events and also highlights the reasons for the loss, including inadequate supervision, control system deficiency and failure to review policy and procedures.                               
Issues:
» Risk Management in Banks, Value at Risk (VAR) Model
 Image result for Risk Management in Banks, Value at Risk (VAR) Model
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Allen Solly – Entering the Indian Women’s Western Wear Market

Allen Solly – Entering the Indian Women’s Western Wear Market

 Understand the reasons for the increased activity in the branded women’s Western wear market

The case examines the changing dynamics of the women’s wear market in India during the 1990s and early-2000s. Changes in India’s cultural values and social system, and the impact of these changes on the dressing styles of Indian women are explored in detail. Madura Garment’s decision to enter the readymade women’s Western wear segment is examined in detail in light of the above changes. The case discusses the strategies adopted by the company in terms of marketing research, product design, retailing and promotion. The case also provides information about other players in the women’s Western wear market in India and takes a look at the market’s future prospects.    
Issues:
1.Understand the reasons for the increased activity in the branded women’s Western wear market in India in the early 21st century.
 
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Examine the challenges faced by Alibaba in expanding its business globally

Alibaba: Competing in China & Beyond

Examine the challenges faced by Alibaba in expanding its business globally

This case discusses the success of Alibaba.com Corporation (Alibaba) in China under the leadership of Jack Ma (Ma), its founder. It talks about the transformation of Alibaba into one of the most successful e-commerce companies in China and also analyzes its business portfolio. The case explains in detail the rationale behind Ma starting an e-commerce website and his efforts to bring about the growth of the company.

Alibaba had emerged as the largest e-commerce company in China. The company tailored its strategies to meet the needs of the customers and made a mark because of its understanding of the Chinese language and culture. However, some experts have also raised doubts over the sustainability of Alibaba’s business model.                        

The case highlights how Ma successfully competed with foreign e-commerce companies like eBay Inc. (eBay) by establishing a rival website, Taobao.com, in the online auctions market. However, Alibaba lagged behind in the Chinese web search market despite acquiring Yahoo! China’s operations in 2005. Moreover, with Baidu.com (Baidu), China’s leading search engine announcing its plans to foray into the rapidly growing e-commerce market in 2008, the competition was expected to intensify for Alibaba. After a successful IPO, the company was preparing to strengthen its competitive position in China and also to provide tough competition to other Internet and e-commerce companies in the global arena.
Issues:
Q1. Understand the issues and challenges faced by a Chinese Internet/e-commerce company in growing its business.
Q2. Study Alibaba’s business model and see whether it is sustainable.
Q3. Study how Alibaba achieved a balance in catering to global customers while customizing its practices to suit the needs of its Chinese       customers.
Q4. Understand how e-commerce companies operate in emerging markets
Q5. Examine the challenges faced by Alibaba in expanding its business globally
 

Aldi: A Low-Cost Retail Giant’s Distinctive Business Practices

Aldi: A Low-Cost Retail Giant’s Distinctive Business Practices

To study the low cost business practices of a well known discount retailer in Germany

Aldi was one of the pioneers of the hard discount style of retailing in Germany. The Aldi Group (which comprised of two companies – Aldi Nord and Aldi Sud), was known for its low prices and no-frills business model. The case describes the various elements of Aldi’s business model, and how they allowed the company to adhere to its low price philosophy. It also talks about Aldi’s international expansion, and discusses some of the changes Aldi had to adopt in its overseas markets. The case concludes with a discussion of Aldi’s future prospects in light of the saturating German market and intensifying competition from Lidl, as well as the possible effect of the trend in the international retail sector of investing heavily in improving in-store experience on Aldi’s no-frills philosophy.
                                                                      
Issues:
Q1. To study the low cost business practices of a well known discount retailer in Germany
Q2. To analyze how the various elements of the business model allowed the company to adhere to its low price philosophy
Q3. To study the international expansion strategies of the company and to discuss whether or not the company was right in adhering to its low    cost model in overseas markets
Q4. To analyze the future prospects of the company in light of issues like saturation in the home market, intensifying competition, and emerging trends in the international retail environment

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Alacrity Housing – Ethics First

Alacrity Housing – Ethics First

Decide whether ethics and economics are mutually exclusive or mutually supportive

The case examines Alacrity Housing’s history and how it grew to become the first listed corporation in the Indian construction industry. The company started operations as a consultancy and later entered the housing construction industry. Alacrity behaved in a strictly ethical manner and valued ethical practices over profits.As the Indian construction industry was highly corrupted with bribery for licenses/permissions, cost and time overruns, black money transactions etc., Alacrity had gained reputation as the most ethical builder in a short time. However, in the early stages, the corporation faced many problems because of its strict adherence to the ethical principles and policies and often the projects were delayed. In some cases, Alacrity’s customers had helped the corporation to overcome the problems. It aimed at proving that ethics and economics are not mutually exclusive.
Issues:
» Decide whether ethics and economics are mutually exclusive or mutually supportive

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Akbarallys – Reinventing for Profits

Akbarallys – Reinventing for Profits

Akbarallys, one of the oldest retail chains in India

This caselet talks about Akbarallys, an early retail player, and its falling revenues in the face of emerging competition. It explains the reasons behind this dismal performance. It discusses the various tactics deployed by the retail chain to improve its bottom line. It also mentions the internal measures taken by Akbarallys to motivate employees.
Issues:

» Need to recognize market changes in retailing


» Importance of reinventing for growth
 
Introduction

Akbarallys, the retail chain, was started by the owners of the Wockhardt group — the Khorakiawala family – in 1897. In the 1980s, Akbarallys enjoyed a monopoly in large format outlets in Mumbai, with an impressive list of customers comprising the city’s elite. It was known for its promotion schemes like gift vouchers. The chain had three outlets in Mumbai…
Questions for Discussion:
  1. Akbarallys, one of the oldest retail chains in India, started underperforming in the face of competition from upcoming malls in the retail industry. What were the flaws in the operations of Akbarallys, which resulted in losses and poor sales turnover? 
  2. Akbarallys started a turnaround strategy in its business to bring it on a par with other retail companies. Elucidate the measures it took in this context. What are the other measures that Akbarallys can take to keep up with current market sentiment?
 
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Discuss the brand repositioning and restructuring strategies adopted by Bharti Cellular Ltd

Airtel – Positioning (And Repositioning)

Discuss the brand repositioning and restructuring strategies adopted by Bharti Cellular Ltd

The case examines the brand repositioning exercises undertaken by Bharti Cellular Ltd., a leading cellular service provider in India. It also provides an insight into the trends in the cellular market. The case discusses how Bharti constantly repositioned its Airtel brand to expand its market and meet the challenges posed by the changing trends in the Indian cellular market during the late-1990s and early-2000s. It also critically discusses the rationale behind Bharti’s repositioning and restructuring efforts and the effectiveness of these initiatives.
                                                                      
Issues:
» Discuss the brand repositioning and restructuring strategies adopted by Bharti Cellular Ltd.

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Airbus: From Challenger to Leader

Airbus: From Challenger to Leader

Understand how innovative product development can lead to competitive advantage

The case study focuses on the growth of Airbus and it also covers extensively the competition in the aerospace industry. The case provides a detail account of the structure of the aerospace industry and the nature of competition in the industry. It explains how Airbus achieved a leadership position in the industry with market share increasing from 13% in 1995 to 57% in 2002. The case also provides information about the Airbus’s A-380 aircraft and how the success of this model could provide a competitive advantage for Airbus.
                                                                      
Issues:
» Understand how innovative product development can lead to competitive advantage, catapulting a company to the No. 1 position

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AirAsia – Southeast Asia’s Most Successful Low-cost Airline

AirAsia – Southeast Asia’s Most Successful Low-cost Airline

To study the growth of the pioneer of low cost airlines in the Southeast Asian region

AirAsia was the first successful low cost airline in the Southeast Asian region. This case study discusses the factors that contributed to AirAsia’s success. It studies the influence of culture and leadership at AirAsia, the factors contributing to its operational efficiency and the strategic orientation of the airline. It also discusses the threats to the long-term success of the airline with reference to increasing competition in the region and the need to overcome certain service shortcomings. The case concludes with an assessment of AirAsia’s future plans.                               
Issues:
  1. To study the growth of the pioneer of low cost airlines in the Southeast Asian region
  2. To analyze the reasons for the success of a low cost airline in Southeast Asia, a region where analysts felt there was no market for low cost services
  1. To understand the operational model followed by the airline and how it contributed to its success
  2. To examine the relationship between leadership and culture and the need for a strong and dynamic leader in a startup organization
  3. To understand the threats to the airline’s long-term success and how these may be overcome
  4. To analyze the growing low cost trend in the Southeast Asian region and the market potential for the same

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Code sharing agreement between Air India and Virgin Airways

Air India – The Virgin Airways Saga

Code sharing agreement between Air India and Virgin Airways

The case deals with the code sharing agreement between Air India and Virgin Airways, the second biggest airlines in UK after British Airways. The arrangement was considered to be a significant development for the ailing Air India. Under the arrangement, Virgin Airways was to fly three flights a week on the Delhi-London route. In July 2000, Virgin Airways started off with two flights a week. It was to start the third flight from October 2000. However, until late 2001, Virgin Airways was not allowed to fly a third flight. With the global aviation downturn in 2001, Virgin Airways was finding it difficult to sustain itself with two flights a week. It threatened to exit from India, if it was not allowed to fly the third flight.
                                                                      
Issues:
» Code sharing agreement between Air India and Virgin Airways, disagreement between Air India and Virgin airways regarding third flight of Virgin Airways

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