Case Studies

CASE STUDIES FOR ‘KJ’ INTERVIEW 1. In 2006 No kia was th e only Mob ile brand in the mark et which had capt ured over all oth er brands. In 2009 it launched resistive Touch screen phones other competitive brands like !amsun" i#hone came up with $aptive Touch screen and better %eatures Market %or Nokia be"an to decline "radually. In 2012 it has lost competition and is no more the topmost brand in India. The CEO resigns now you are he new CEO wha wi!! you "o#

2. $ompany &'( man u%actures )lucose*# $ompany is hi"h spee d "rowth "rowin" at a rate o% +0, per annum. $ompany is "oin" throu"h trouble mana"in" %inances. -evenues are "rowin" up so is the cost. or each "rowin" company money is important as you are in the capital intensive industry. 'ou are the $/ o% company. s the $/ you need to look %or %undin" measures make it cash rich and "row %inancially in  years.

. There is an employee named &'( in you r company whose per%ormance at wor k has been declinin" you are the 3- Mana"er o% your %irm what will you do in this scenario.

4. n airplane %li"ht was to be %rom Mumbai*5elhi*olkata. 5ue to some reasons it does not land in 5elhi and is directly sent to olkata. #assen"ers when reach the destination are surprised as they were to "o to 5elhi and create a raucus there. 'ou are the head o% the irplane $ompany what will you do in this scenario.

+. 'our company is on a down low7 you need to complete your assi"nments but are low on %unds. 3ow will you mana"e your team to ensure they work and not leave the company and also not be paid %or now and be "iven the salaries a%ter the consi"nment is complete and your %irm is paid.

6. There are 4 M8 colle"es each havin" its own ne"ative and bad points. There are many %actors like aculty In%rastructure lumni #lacement #acka"es Industrial /posure on which the colle"es can be rated. 'ou as an M8 aspirant need to rate the above parameters in importance level :)roup /ercise;

<. $!/ the per%ormance o% supervisors and eecutives:22+ in number;o% MIT$ =T5 is conducted annually by superior o%%icers the parameters taken in to account > "iven e?ual wei"hta"e are per%ormance at work sense o% responsibility superiors@ dependability on subordinate community activity initiative re"ularity punctuality potential to develop > take senior

positions. The assessment reports prepared by seniors are discussed with employees in case there are de%iciencies in the individual with the obAective o% counselin" him the report is re%erred to in decidin" promotions salary adAustments determinin" trainin" eposures trans%ers. In 1992 some employees :supervisors > eecutives;were not "iven any increment as the overall total score was below standard because o% low ratin" in respect o% community activity and potential aspects. They represented the case to M5 su""estin" the entire per%ormance eercise was %aulty. They wanted that all employees at all levels be "iven time bound increment and positions this would assure all employees %air deal without any subAective bias. They de%initely were a"ainst the two parameters %or assessment*community activity and potential $UESTION

5o you think two di%%erent assessment systems be adopted one %or supervisors and another %or eecutives i% so what would be the special %eaturesB %KJ Day&'

C. CASED Mr. -am 5ayal Mathur is workin" as an ssistant 5irector in the Telecommunication dept o% the )ovt. o% India. 3e "ot married rather late in li%e and had children at a later a"e. 3e calculated that by the time he retires his youn"est son would only be 16 yrs. 3e realiEed he@d need to work another 4 * + yrs to support his %amily. 3e decides to move to a private sector and so does a part time M8 and even clears wi th an  "rade. 3e "ets a really "ood o%%er %rom a private telecomm %irm %or the position o% 5eputy )eneral Mana"er :5)M;. 3e is told that i% he Aoins the %irm within the net 4+ days he can be part o% a pro"ram that trains + 5)M and promotes them to a hi"her position. In the meantime a %riend calls him to advise that the )ovt is about to revise the pay commission and i% he resi"ns a%ter 2 *  months later he can leave with a hi"her pension and "ratuity. Now Mr. Mathur is con%used because i% he doesn@t Aoin the private %irm ?uickly the youn"er "uys will be promoted over him. Fhat would you do i% you were Mr. MathurB

9. $!/D This is a case abo ut G3i ndustan 5e%enseG and abou t Mr us lem who was "iven 2 responsibilities o% )M:Materials; and F Marketin" and he was not able to cope with the situation where the company was su%%erin" downturn he could not achieve the tar"ets and employees trust and he "ot lost the Aob and company also discontinued the policy o% "ivin" 2 responsibilities. GFhat you would do i% you were in place o% Mr uslem and in place o% M5

10. NOKIA

IN

C(INA

The case discusses the operations o% inland*based telecom maAor Nokia in $hina. Nokia entered $hina in the 1990s and initially supplied network e?uipment to $hinese manu%acturers. Nokia entered into Aoint ventures with local companies which helped it understand the local

market

better.

8y the end o% the 1990s $hina emer"ed as NokiaHs second lar"est market a%ter the ! but Motorola continued to be the market leader in $hina. 8y the early 2000s the $hinese companies were makin" inroads into the market and NokiaHs sales dropped drastically. The main reasons %or the reduction in sales were the limited ran"e o% handsets and absence o% clamshell models %rom Nokia and limited distribution %acilities due to which the phones did not reach the rural areas where the demand was "rowin". Nokia was ?uick to react and revamped its product distribution and promotional strate"ies. It introduced several new products speci%ic to the $hinese market which included models with predictive tet input in $hinese lunar calendar handsets usin" a stylus to write $hinese /n"lish dictionary $hina speci%ic wallpapers phones with multiple address books etc. The chan"es brou"ht out in the distribution system included decentraliEin" the distribution operations increasin" the number o% re"ional distributors hirin" third party representatives openin" sales o%%ices all across the country and direct distribution o% products to retail outlets. !everal $hina* speci%ic promotional campai"ns were also launched. Nokia also made several investments in technolo"y in the country. ll these e%%orts had a positive impact on NokiaHs %ortunes in $hina and by 200+ it had emer"ed as the leadin" handset manu%a cturer in the country. $hina also emer"ed as NokiaHs lar"est market by the end o% the year. NokiaHs stron" run continued in the country and it sold over <0 million handsets in $hina in 200<. 8y the end o% 200C thou"h Nokia was doin" well in the market it also %aced challen"es in the %orm o% new competitors like Tianyu and the chan"es bein" brou"ht about in the $hinese telecom sector.

. IssuesD J nalyEe how Nokia became a market leader in the $hinese mobile handset market. J

!tudy

and

analyEe

NokiaHs

operational

strate"ies

in

$hina.

J )ain insi"hts into chan"es that Nokia brou"ht in its strate"y to capture the market particularly with respect to its distribution and product desi"n. J /amine the challen"es %aced by Nokia in $hina and eplore strate"ies that the company can adopt.