BUSINESS UPDATES
A Loan Sanction Dilemma
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CASE IN FOCUS
Leadership Training and Development
at P&G
-- Namratha V Prasad and Vivek Gupta
The case examines the measures taken by the US-based multinational consumer products company, P&G
to nurture leadership at the company. It discusses in length the efforts of A G Lafley, the former CEO of P&G,
to develop a company-wide leadership development process, encompassing areas like selection, training
and individual assessment. The case also presents the "build-from-within" policy of the company and its efforts
to combat the insularity that was thought to result from the policy. In addition, the case explains the
succession planning process at P&G and the "Talent Portfolio" that contained the list of the upcoming leaders at
the company.
© 2010 IBS Center for Management Research. All Rights Reserved. For accessing and procuring the case study, log on
to www.ecch.cranfield.ac.uk or www.icmrindia.org
MARKETING
Customer Service
at L.L.Bean
-- Monjori Samanta and Debapratim Purkayastha
The case discusses the customer service initiatives of L.L.Bean, Inc. (L.L.Bean), a US-based
multichannel retailer. L.L.Bean had evolved from being a mail order company selling hunting boots into a leading
international retailer selling apparels, home furnishings, and outdoor equipment. Its endeavor was to deliver quality
products at reasonable prices and offer excellent customer service to customers. In its 98-year-long history, the
company had preserved the customer-centric tradition set by the founder and had, over the years, molded its
operational policies to provide superior purchasing experience to customers. The company believed that a satisfied
customer helped build customer loyalty and encouraged repeat purchases, which were essential to achieve success
in the retail business.
The case discusses in detail the customer-friendly policies of L.L.Bean and the customer service
practices that had resulted in its being recognized as a customer service champion by consumers and industry
observers. This also helped the company to perform better than its rivals during the global economic recession of
2007-09. Experts felt that the company's superior customer service provided it with a competitive edge during
this period.
© 2010 IBS Center for Management Research. All Rights Reserved. For accessing and procuring the case study, log on
to www.ecch.cranfield.ac.uk or www.icmrindia.org
MARKETING
PVR's Aborted Acquisition of DLF's
DT Cinemas
-- Besta Shankar and Ramalingam Meenakshisundaram
In India, multiplexes gained popularity in the first decade of the
21st century. By November 2009, there
were half a dozen big operators in this segment, with each operator having more than 50 screens.
Competitive pressures and the need for scaling up also prompted some operators to evaluate other strategic options
such as acquisitions and strategic alliances. The case discusses PVR's deal to acquire the DLF Group's DT
Cinemas in November 2009, which was viewed as one such strategic move. However, the deal was cancelled
in February 2010. Notwithstanding this cancellation, competition was expected to intensify in the
multiplex industry in India with the entry of foreign players, the expansion and consolidation plans of Indian
companies, and innovations in the cinema exhibition business in terms of miniplexes and megaplexes.
© 2010 IBS Center for Management Research. All Rights Reserved. For accessing and procuring the case study, log on
to www.ecch.cranfield.ac.uk or www.icmrindia.org
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