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Management

Case Folio

February' 06
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Articles

Market Expansion Strategies of Maruti Udyog

-- Jitesh Nair,

Rajavardhan Palakodeti, Ramalingam Meenakshisundaram

The case examines the market expansion strategies adopted by Maruti Udyog Limited (MUL), India's biggest carmaker, in response to intense competition and a decline in sales of its `bread-and-butter' modelthe Maruti 800. MUL enjoyed a near-monopoly status, until the Government of India liberalized the economy in 1991. This led to the entry of foreign players like Hyundai, Fiat, Mitsubishi, and Toyota. Even Indian auto players like Tata Motors and Mahindra & Mahindra entered the fray to give MUL tough challenges. MUL began to introduce new models, and upgrade its existing models in response to market demand. The case study looks into how MUL managed to retain its place as the top carmaker in India. It also deals with the tussle between Suzuki Motor Corporation and the Government of India over ownership issues. The case highlights the promotional offers undertaken by MUL in its quest for market dominance and examines how the company was able to mould itself according to the market requirements by entering new domains and reaching out to potential customers through its `True Value' and other promotional offers.

Hewlett-Packard (HP) i-Community at Kuppam in India: Social Investment through e-Inclusion

-- Ajith Sankar, Sanjib Dutta

HP's i-community project at Kuppam in AP, was one of the company's e-inclusion initiatives. These initiatives were taken up in order to bridge the digital divide by providing access to Information and Communications Technology (ICT) to an increasing number of people across the globe. The Kuppam i-community project aimed to make Kuppam a self-sustaining economy through the creation of appropriate technology innovations for the local community. HP tried to carry what it learnt in Kuppam to other parts of India and outside India. The case details the planning that HP undertook to execute the project. The case also indicates the role of partnerships in the success of the Kuppam i-community project. The case ends with an assessment of how HP was able to generate stakeholder value through its engagement at Kuppam.

JPMorgan Chase-IBM: The Outsourcing Journey

-- Joel Joseph, Vivek Gupta

The case discusses the IT outsourcing strategy of JPMorgan Chase, a leading financial services provider in the US. It explains how IT was managed in-house at JPMorgan before the bank's merger with Chase Manhattan. It details the circumstances under which the decision to outsource IT management to IBM was taken and the expected benefits from this deal. The case then describes how the merger of JPMorgan Chase with Bank One led to the cancelation of the outsourcing contract. Finally, the rationale behind the cancelation of the contract and its impact on both the parties is also presented. This case highlights the problems associated with IT outsourcing and compares it with in-house IT management.

Terry Leahy: Europe's Most Admired Leader

-- Indu P, Vivek Gupta

The case discusses the management style of Terry Leahy, under whose visionary leadership Tesco emerged as the largest retail chain in the UK. It discusses how Leahy has changed Tesco's positioning from a store which primarily catered to the low-end customers to a store catering to high-end and value-conscious customers. The case outlines how Leahy transformed Tesco into a customer-centric organization. It also examines the strategies introduced by Leahy, like diversifying into high margin non-food and services sectors, that helped Tesco become the biggest and the most profitable retailer in the UK.

Promotional Strategies of Mobile Phone Service Providers in India

-- Aisha Khan, Ruchi Chaturvedi

The case gives an insight into the various promotional strategies implemented by the major cellular service providers in the Indian cellular market. The GoI's decision to liberalize the telecom sector in 1994 transformed the entire telecom industry, with many private companies entering into the sector. With the consequent grant of licenses for providing cellular services, there was a surge in the number of cellular service providers which continued till the late 1990s. By the year 2000, stiff competition between the players in the cellular market prompted each player to formulate more novel strategies in order to retain their market share. Most of the promotional strategies revolved around capturing the younger generation who formed a major part of the target market. Celebrity endorsements, special season offers, festival discounts, and innovative advertisement campaigns were used by the cellular service providers as tools to push back the competition and increase their market shares.

Book Review

The Fortune at the Bottom of the Pyramid: Eradicating Poverty through Profits

-- C K Prahalad

C K Prahalad, in his book The Fortune at the Bottom of the Pyramid - Eradicating Poverty through Profits, shows that there is a market at the bottom of the pyramid (BOP) and advocates the need to focus on this market. The book offers many real-life case studies which exemplify how some companies have committed themselves to serve the consumers at the BOP, without compromising on profitability.

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Automated Teller Machines (ATMs): The Changing Face of Banking in India

Bank Management

Information and communication technology has changed the way in which banks provide services to its customers. These days the customers are able to perform their routine banking transactions without even entering the bank premises. ATM is one such development in recent years, which provides remote banking services all over the world, including India. This paper analyzes the development of this self-service banking in India based on the secondary data.

The Information and Communication Technology (ICT) is playing a very important role in the progress and advancement in almost all walks of life. The deregulated environment has provided an opportunity to restructure the means and methods of delivery of services in many areas, including the banking sector. The ICT has been a focused issue in the past two decades in Indian banking. In fact, ICTs are enabling the banks to change the way in which they are functioning. Improved customer service has become very important for the very survival and growth of banking sector in the reforms era. The technological advancements, deregulations, and intense competition due to the entry of private sector and foreign banks have altered the face of banking from one of mere intermediation to one of provider of quick, efficient and customer-friendly services. With the introduction and adoption of ICT in the banking sector, the customers are fast moving away from the traditional branch banking system to the convenient and comfort of virtual banking. The most important virtual banking services are phone banking, mobile banking, Internet banking and ATM banking. These electronic channels have enhanced the delivery of banking services accurately and efficiently to the customers. The ATMs are an important part of a bank’s alternative channel to reach the customers, to showcase products and services and to create brand awareness. This is reflected in the increase in the number of ATMs all over the world. ATM is one of the most widely used remote banking services all over the world, including India. This paper analyzes the growth of ATMs of different bank groups in India.

International Scenario

If ATMs are largely available over geographically dispersed areas, the benefit from using an ATM will increase as customers will be able to access their bank accounts from any geographic location. This would imply that the value of an ATM network increases with the number of available ATM locations, and the value of a bank network to a customer will be determined in part by the final network size of the banking system. The statistical information on the growth of branches and ATM network in select countries.

Indian Scenario

The financial services industry in India has witnessed a phenomenal growth, diversification and specialization since the initiation of financial sector reforms in 1991. Greater customer orientation is the only way to retain customer loyalty and withstand competition in the liberalized world. In a market-driven strategy of development, customer preference is of paramount importance in any economy. Gone are the days when customers used to come to the doorsteps of banks. Now the banks are required to chase the customers; only those banks which are customercentric and extremely focused on the needs of their clients can succeed in their business today.

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