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2019 | Buch

Business and Management Practices in South Asia

A Collection of Case Studies

herausgegeben von: Dr. Arijit Sikdar, Dr. Vijay Pereira

Verlag: Springer Singapore


Über dieses Buch

This book presents case studies of South Asian companies that have strategic business implications, highlighting the complex interplay of business and social dynamics in South Asia. This region is a wide agglomeration of very different countries that share somewhat common cultures and issues and yet it is torn apart by religion and politics. There is an abundance of local entrepreneurship but a widespread institutional void. The book investigates how local companies survive and thrive in this environment and discusses those companies that have withstood the competitive pressure of MNCs, depicting their management and business practices. In today’s world, where multinationals are so omnipresent that their management and business practices are considered as the de facto recipe for success, there is a need to have an alternative view that challenges the ubiquitousness of multinational management practices. The case studies in this book focus on the business and management practices of local organizations in South Asia and thus provide that alternative viewpoint of how to achieve success in South Asia. Exposing readers to a local perspective on doing business in South Asia, it is a valuable resource for students and practitioners of management.


Business and Management Practices in South Asia—A Prelude
Globalization has surged across different geographies and regions, and South Asia is not isolated. The impact of such a global phenomenon has transformed the South Asian economies and it has driven these countries to embrace new practices that are transforming the lives of people. One of the impacts of globalization is the import of management and business practices that are brought in by foreign multinational companies (convergence). These business practices of multinationals have posed challenges and competition to local companies with the result that many local companies have closed shop or have been taken over. However, some local companies have been able to withstand the competitive pressure by reconfiguring their management and business practices to deal with the competition (divergence). There is a need to recognize and learn from these successful business practices of local companies. We strongly argue that in today’s day and age, where multinationals are ubiquitous around the world that their management and business practices are considered as the de facto recipe for success, there is a need to have an alternative view that challenges the ubiquitousness of multinational management practices. The case studies in this book thus focus on the business and management practices of local organizations in South Asia and provide that alternative viewpoint of how to achieve success in South Asia.
Arijit Sikdar, Vijay Pereira
Road to Growth: House of Brands, Branded House, or House Blend
This case is a story of a large financial services firm which offers a portfolio of products and services under different legal entities. Firms in financial services business have existed in this format across the globe partly driven by the regulatory requirement; however, it can often lead to a non-unified experience for the customer. The firm is now contemplating the pros and cons associated with selling all services under one umbrella (Branded House), continue operating under different entities (House of Brands), or adapt something in between (a Hybrid model if possible—House Blend) to make it convenient for the customer. Each decision has a trade-off and requires careful analysis of all aspects before coming to the conclusion (e.g., regulatory barriers, training sales force for cross selling, compensation issues, etc.). Readers are expected to apply a decision-making process to break free of their own biases avoiding gut-based decisions to arrive more conclusively and consciously at a decision.
Nikhil Raval, Ajay Srinivasan
Leading Change in the Social Sector: A Bottom-up Revival of Two Weaving Clusters in India
The paper highlights two success stories related to Leadership of Social change within the context of the Handloom Sector in India. Although the Handloom sector’s contribution to employment is second only to Agriculture in India, and is estimated to be about 45%, the domination of the power loom industry and the setting up of textile looms has led to a steady decline of the weaving clusters and that of the livelihoods associated with it. The revival of two weaving clusters in India is discussed, with lessons for how the Social sector can be made more sustainable in an emerging market context, through a. bottom–up reorientation and b. transitioning to a sustainable business model, driven by financing, marketing, and distribution, without multiple layers between the weaver and end user. The case highlights key features of entrepreneurial leadership and social change through bottom–up reorientation.
Savitha Suri, Payyazhi Jayashree
Internationalization of Bangladesh Banking Sector: Lessons from an Emerging Economy
Banks embrace internationalization at the fastest pace driven by advanced technology and ever-increasing inter-connectedness of the business world. Although bank internationalization in the emerging economies is often backed by high economic growth potential, significant barriers remain. This case presents, in the context of Bangladesh as a leading emerging economy, an account of the nature and extent of bank internationalization, its impacts, related challenges, and policy implications. The Bangladesh banking sector shows a rising internationalization trend mainly due to domestic market saturation and the need for innovation. However, it appears that the banks follow unusual internationalization path coupled with multi-dimensional strategic challenges and adverse financial impacts. In the end, the case poses several critical questions concerning both managerial and regulatory implications of bank internationalization.
Suborna Barua, Bipasha Barua
Bangladeshi Banking Innovations: A Case Study on Mobile Banking
The main objective of this case study is to discuss the factors, demographic variables, and users’ perception, that influence the adoption of mobile banking in Bangladesh. The study also discusses the status of mobile banking usage using age, gender, and occupation as demographic variables, and the perception of users toward mobile banking in terms of trustworthiness, security, cost and convenience, complexity, and network availability. It includes specific reference to how these demographic variables and users’ perception influence mobile banking usage. It also revealed that perception to security, cost and convenience, and complexity in using mobile banking service influences variations in mobile banking adoption.
Sadia Noor Khan, Maimuna Akter, Fahad Zeya
bKash: Revolutionizing Mobile Financial Services in Bangladesh?
This study discusses the emergence of bKash as the m-banking pioneer in Bangladesh. It focuses on the services provided by bKash and its current operating scenario in Bangladesh. bKash’s strategy of market penetration and bringing a completely new service is discussed here. Comparing with the mobile financial services existing in the world, Kenya’s mPesa inspires the fast growth trend of bKash. The mobile financial services providers of Bangladesh are also discussed here along with bKash’s rising contender DBBL Rocket. Finally, the case study discusses some issues arising regarding the market leader position of bKash and its future agendas.
Shamima Yesmin, Tonmoy Ananda Paul, Md. Mohshin Uddin—A Period of Transition!
Pakwheels.​com was a vertical automotive portal, founded in 2003 and acquired by entrepreneurs Raza Saeed and Suneel Munj in 2008. Over the last 12 years of its operations, Pakwheels.​com had helped millions of Pakistanis buy and sell cars and bikes, read reviews and news about automobiles, check prices, and find solutions to their automotive needs. PakWheels had managed to increase its market share despite facing competition from competing classifieds websites introduced by giants like OLX and other international internet firms like carmudi.​com. This was possible due to the cult-like following of PakWheels’ very loyal user base. Going forward, Raza and Suneel would have to decide the best way to scale up their business by utilizing the investor money in an efficient manner. But before that might happen, they knew they needed to lay out a clear and compelling strategy which would create the most value for the business and its stakeholders by asking some tough questions.
Farrah Arif, Sarah Suneel Sarfraz
The Expansion of Online Travel Portal—MakeMyTrip
MakeMyTrip is a revolutionary venture started in India in the year 2000 which changed the way the customers perceived about booking and reservation for travel. Earlier, it was a time consuming job as most of the booking had to be done on a physical basis. During its journey, the company has entered into a lot of services like reservation of flight and train tickets, hotel bookings, tour and travel packages, etc. With its success in the Indian Continent, MakeMyTrip plans to cross the national boundaries and establish its roots in other developed and emerging economics such as Singapore, UAE, and United States of America. The case deals with the countries MakeMyTrip have entered into along with the market scenario and the entry strategies. Understanding the fact that MakeMyTrip is not the sole online travel portal and that it faces huge competition from various companies across the globe, MakeMyTrip has evolved dynamically in the past 15 years. But despite all this, it has not yet been listed in the top 10 online travel portals of the world. Considering these factors, what does MakeMyTrip need to do to speed up its growth trajectory?
Abha Rishi, Kiranpreet Kaur, Natasha Mahawar
Reliance Jio—Late, but the Latest and Later?
In July 2016, Mr. Mukesh Ambani, Chairman of Reliance Jio Infocomm Limited (RJIL) launched its telecommunication services in India to fulfil the dream of his father, Mr. Dhirubhai Ambani, a great doyen in the Corporate sector and founder of Reliance group of Industries in India. Launch of RJIL drastically changed the dynamics of Telecom Industry in India. RJIL empowered people by giving them free unlimited outgoing voice calls and data at low cost. RJIL was successful in grabbing 150 million subscribers in the country. While other players like Vodafone, Airtel, and Idea were struggling to grow with their existing technology and market offerings, RJIL came out with a different technology like Voice over Long time evolution (VoLTE), provided over a 4G network to give quality services to its customers. RJIL offered faster communication to its subscribers at a low cost and hence offering more value for customers. However, given the dynamic changes evolving in the Indian Telecommunication Industry, intense competition among the various service providers and the drastic changes in the needs and wants of the Indian consumers, is the success registered by RJIL sustainable?
Swati A. Kulkarni, K. Prakash Vel
Overseas Courier Services, Pakistan: Logistics Operations at Central Region
Managers need to tread carefully between conflicting objectives of operational cost and customer service whilst they are designing and managing any logistics network. This case involves operational cost and customer service issues that Overseas Courier Services (OCS) encountered in year 2012. OCS is a major player in Pakistan’s parcel and cargo services industry providing 212 pick-up locations throughout Pakistan. Its services include parcel and cargo pickup and delivery for its private and business customers. The purpose of this teaching case is to expose class participants to strategic, tactical and operational aspects of network design and transport fleet planning within transportation and logistics industry. It involves analysis for route planning of transport fleet and selecting headquarter location for OCS’s central region.
Muhammad Naiman Jalil, Eesha Shah
SUN Rises from RANBAXY: Supply Chain Strategy of an Indian Pharmaceutical Company
The case study critically examines the supply chain strategy of ‘SUN pharma’ company and its acquisition strategy of Ranbaxy. The case illustrates the story of the mergers and acquisition from a supply chain theory point of view and thereby states how SUN has moved forward from its regional presence to global expansion.
Sushmera Manikandan, Balan Sundarakani
Hope in Their Hands: Seeing Hands Nepal
By December of 2017, Chiran Poudel had achieved opening of three massage parlours run by the visually impaired. A native of Pokhara, Nepal, Poudel founded Seeing Hands, a therapeutic massage clinic in Nepal, the land of the Himalayas and a favourite tourist destination. Combining his congenital deficiency with professional massage therapy, Poudel was able to create a USP and launch a chain of massage clinics for trekkers and tourists visiting Nepal. Life did not look very bright for Poudel until he met Rob and Sue Ainley, a British couple who picked up Poudel as their protégé. Despite his University education, Poudel was convinced that he had little chance of finding a job as a blind employee. Chiran Poudel, in fact, was just another blind man in the pool of millions of visually impaired, a malice that ails Nepal till such time that Poudel resolved to create jobs for his fellow brothers and sisters. After serving in a massage parlour in Pokhra for 5 long years, Poudel relocated to Kathmandu, the capital city of Nepal to start his own massage clinic in Thamel. With an initial investment, Poudel’s maiden clinic was set off as a franchise of Seeing Hands Nepal. With little idea in marketing and business promotion, Poudel had to fight negative prejudices of the local Nepalese when he started his clinic in 2010. Seeing Hands today is a model blind massage clinic that will earn admiration of many and inspire others.
Perry Haan, Malavika Desai
Doing Business in South Asia: Critical Issues and Future Opportunities
The concluding chapter attempts to pull together the various threads that emerge from the eleven case studies to portray the key aspects that emerge regarding doing business in South Asia. Four key themes emerge as the focus of successful business practices as evident from the case studies—reputational legacy, application of technology, developing social connections and resource recombination. All these themes succinctly capture the opportunities and challenges in the context of South Asia, driven by an ethos that encompass both modernity and antiquity at the same time. These themes provide an understanding of the alternative view of doing business in South Asia and is expected to open up opportunities for future debate and research on indigenous business practices.
Arijit Sikdar, Vijay Pereira
Business and Management Practices in South Asia
herausgegeben von
Dr. Arijit Sikdar
Dr. Vijay Pereira
Springer Singapore
Electronic ISBN
Print ISBN

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