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The Case Folio
ISSN: 0972-5350

Mar '17
Previous Issues

Case Folio - The IUP Journal of Management Case Studies, a quarterly refereed publication, focuses on thought-provoking case studies covering different aspects of management. Case Folio is a useful reference for all executives, managers, practitioners, faculty members, and students. The journal is in publication since January 2002.

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  • A quarterly refereed journal focusing on thought-provoking case studies covering different aspects of management.
  • Selected teaching cases that faculty members and trainers around the world will love to take into their classrooms.
  • A useful reference for all executives, managers, practitioners, faculty members and students who want to upgrade their knowledge and skills
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(March 2017)

Bradley Tilden’s Dilemma Following the Alaska Airlines – Virgin America Deal

-- Syeda Maseeha Qumer and Debapratim Purkayastha

In April 2016, Alaska Air Group acquired Virgin America for $2.6 bn, bringing together two airlines known for their distinct customer service, low fares and operational consistency. The case discusses the challenges Bradley Tilden (Tilden), CEO of the Alaska Air Group, faced in taking the merger forward. These included the cultural differences between the two airlines, diverse customer bases, integration issues and concerns over short-term profitability. For some analysts, the merger seemed to be an odd fit as Virgin America was known for its trendy and flashy image, while Alaska Airlines was seen as more traditional. The loyal customers of both the airlines expressed fear that the combination would kill off what they loved about their respective airline. According to Tilden, retaining customers who were loyal to Virgin America would be one of the major challenges for him. While the merger was awaiting regulatory approval, the dilemma before Tilden was whether to retain the Virgin America brand or absorb it into Alaska Airlines. How will Tilden respond to the needs of the loyal customers of Virgin America? Will he adopt or dissolve the Virgin America brand? Which parts of the Virgin experience should Tilden adopt for the combined airline?

Growth Through Co-Ventures: Etihad’s Strategy in the Competitive Aviation Industry

-- Namratha V Prasad and G V Muralidhara

The case talks about the growth of Abu Dhabi-based Etihad Airways (Etihad) into one of the leading airlines in the world through a co-venturing strategy with other airlines. The case starts out by providing details about the initial days of Etihad’s operations and its financial troubles. The case then documents the adoption of its unique ‘equity alliance’ strategy, wherein Etihad took stakes in troubled, but regionally important airlines in Europe and Asia. The case describes how Etihad capitalized on its various partnerships to build a large network that spurred revenues. The case concludes with an insight into the potential risks of such a strategy, including the exposure of Etihad to regulatory scrutiny in Europe and the US.

Navigating the Unchartered Path to Shared Value at GlaxoSmithKline (GSK) in the Philippines

-- Austin Chia and Prakash J Singh

GlaxoSmithKline (GSK), a multinational pharmaceutical company, has, for many years, produced a medicine for acute management of asthma and Chronic Obstructive Pulmonary Disease (COPD). It is predominantly marketed in a multi-dose inhaler canister that is generally unaffordable for the majority of people living in poorer countries. GSK has recently relaunched a single unit dose presentation of this medicine for acute management of asthma and in salbutamol capsule in an inhaler device as an affordable solution. In developing this product, the company has sought to generate social outcomes (in terms of improved healthcare outcomes for poor people), whilst making a profit on the sales of the product. Based in the Philippines and with salbutamol capsule in an inhaler device as the foci, this case provides a detailed account of the executive motivations and tactical challenges of pursuing a shared value strategy in the Philippines. The case provides students with an understanding of the macro context of operating in emerging markets and offers managerial insight and the strategic rationale of Creating Shared Value (CSV).

Chanda Kochhar: Leading Digitization at ICICI Bank

-- K B S Kumar and Indu Perepu

The case presents the leadership capabilities of Chanda Kochhar (Kochhar) in leading the digitization drive at ICICI Bank. The fact that in 2016, 90% of the bank’s transactions took place outside the branch, through the digital platforms it rolled out, demonstrates the leadership effectiveness of its MD, CEO Kochhar. The case elaborates the various digital initiatives and Kochhar’s vision, strategy and leadership behind the success of its various digital roll-outs. Kochhar had closely supervised and led various successful initiatives like Tab Banking, Digital Village, Pockets, etc.



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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.