DSpace Collection:https://repository.iimb.ac.in/handle/2074/188632024-03-29T04:56:01Z2024-03-29T04:56:01ZWal-Mart model and the retail sector in IndiaDeb, AyanAgrawal, Shobhithttps://repository.iimb.ac.in/handle/2074/191482021-05-17T09:49:57Z2012-01-01T00:00:00ZTitle: Wal-Mart model and the retail sector in India
Authors: Deb, Ayan; Agrawal, Shobhit
Abstract: Wal-Mart is the largest retailer in the world with 8970 stores across 15 countries and revenue
of $418 Bn in 2011. Wal-Mart has diversified into numerous retail formats - supercenters,
general merchandise stores, bodegas, cash and carry stores, warehouse clubs, soft discount
stores and restaurants. Each format is targeted a particular customer segment. Currently 26%
of Wal-Mart’s revenue is realized from markets outside United States.
The study looked at the key elements of the Wal-Mart model and identified the resources that
are a source of competitive advantage for Wal-Mart. These included the highly developed
supply chain and extensive use of technology. The future point of contentions that might pose a
threat to the existing Wal-Mart model we studied. The key drivers of the Wal-Mart model in
developing countries like Mexico, Brazil, Chile, and China and also in Germany where it failed
were analyzed. It also emerged that Wal-Mart has mostly adopted an acquisition strategies to
make in-roads while entering a new market. The economic scenario, demographic structure
and population profile across the countries gave insights regarding the successful
implementation of the Wal-Mart model and causes of failure in some cases.
The study then looked at the retail sector in India; its evolution and its key drivers. The
organized retail sector is India is driven by rising disposable incomes, changing consumption
patterns and changes in social structure. Key success factors and challenges for Indian retailers
were also studied.
Comparison of the Wal-Mart model and present state of Indian retail sector revealed that while
market factors and technology related factors are in favor of this model, several inhibitors such
as poor infrastructure, under-developed supply chain and an unfriendly regulatory framework
pose difficulties in successful implementation of Wal-Mart model in India.2012-01-01T00:00:00ZValue systems in the Indian contextTabitha, B KathrynSwathi, T Phttps://repository.iimb.ac.in/handle/2074/191472021-05-17T09:49:54Z2012-01-01T00:00:00ZTitle: Value systems in the Indian context
Authors: Tabitha, B Kathryn; Swathi, T P
Abstract: The key objective of the CCS was to study the Value System in an Indian context. the research
of which would feed into a larger research being conducted on “Multigenerations in
organizations” by SHRM. With rapidly changing demographic patterns across the world, the typical organization of today
is characterized by a more diverse workforce than ever before. Along with workforce diversity
comes a clash of value systems. Understanding this difference is important for an organization,
as it would help give greater clarity on how to work effectively with different people. The
definition of “generation” is fundamental to this study. Multiple generations working within a
single organization has been researched extensively in the western context. There has been a gap
in research in the Indian setting in this regard. One of the current studies in this area is the work
being done by SHRM (Society for human resource management) that aims to define generations
and values that are common in a specific generation.
The primary research on “Multi Generations in Organizations” by SHRM has identified key
variables that could be used in defining the meaning of the “word “generation and its
categorization” which are as follows: work and life related values, motivators, professional
growth, attitude to rules, authority and hierarchy, attitudes to learning, training, development and
work environment. As a part of our CCS study, we would like to take up an exploratory study on
the Value System in an Indian context.
The commonly witnessed and accepted values change their trends with change in time owing to
the changes in India’s social, economic and technological development. Through our study, we
would like to address this issue and understand if we could find any patterns of similarity or
dissimilarity in the basic Value System across multi generations (defining generations on the
basis of age).2012-01-01T00:00:00ZTo develop a system for maintaining optimum level of inventories of locally procured components subject to varying demandKatoch, NishantBaid, Abhishekhttps://repository.iimb.ac.in/handle/2074/191412021-05-17T09:49:53Z2012-01-01T00:00:00ZTitle: To develop a system for maintaining optimum level of inventories of locally procured components subject to varying demand
Authors: Katoch, Nishant; Baid, Abhishek
Abstract: Nokia is one of the largest mobile phone manufacturers in the world. The company manufactures
handsets in 2 categories: mobile phones and smart devices. There are 4 factories for mobile phones
and 4 factories for smart devices worldwide. In Nokia's classification, smart devices are handsets
whose operating system can be upgraded and whose retail costs are typically greater than $200.
This present study deals with the Chennai plant of Nokia which manufactures only mobile phones.
The phones are also differentiated platform wise; there are a total of 4 platform types made in this
factory.
The Nokia SEZ in Sriperumbudur (near Chennai) was established in 2005 to meet the growing
demands of its phones in India. Set up in a 200 acre plot the SEZ houses not only the main mobile
manufacturing lines but also 5 captive suppliers (3 for mechanics, 1 for LCD and 1 for chargers).
The SEZ Park employs a total of 30,000 workers (10,000 for Nokia). The plant also has another key
supplier within 9 kms outside of this SEZ.
The factory is basically an assembly unit where components - printed wire boards, electronics, LCD
screens, plastic covers are all put together, packaged and then shipped. The plant presently
manufactures 15 – 16 million mobile phones per month and most of them are below Rs 6000 range.
A majority of orders are India specific (considering cheaper phones are sold mainly in developing
countries) and the exports are typically to Africa and Europe. The capacity of the factory is
approximately 200 million units a year, however it is generally quoted within a range of 150 – 200
million as the number of phones made depend on the complexity of the model
The CCS project requires a design of a system to maintain optimal inventory level for locally
procured components which are subject to varying demand at Nokia's Chennai factory. Our work
till the mid-term has involved the study of the manufacturing process and production flow, demand
monitoring and understanding Nokia's requirement(s).2012-01-01T00:00:00ZUID evaluating criticisms with feasible solutionsRaju, P V Prasanth KumarPrabhu, R Karthikeyahttps://repository.iimb.ac.in/handle/2074/191442021-05-17T09:49:53Z2012-01-01T00:00:00ZTitle: UID evaluating criticisms with feasible solutions
Authors: Raju, P V Prasanth Kumar; Prabhu, R Karthikeya
Abstract: For a nation like India, with over 1.2 billion population spread across 32, 87,263 sq. km., more than
35.16 per cent being illiterate (2001 census) and speaking 22 different languages, and following
various religions, the complexity of a unique identity scheme becomes multi-fold.The UID project is a
very critical initiative for India and in all possibilities, everyone has to make sure that the project
neither faces the same fate as similar other large scale exercises in the country nor like the national
ID initiatives of some other countries. Hence, it becomes critical to analyse the areas of concerns
coming up from whatever has been done so far in this initiative.
It is not that the ambition of providing unique identification to all the residents/citizens of India is
unachievable. The overall exercise needs to be planned meticulously based on concrete evidences
and the efforts and outcomes of the project clearly mapped. Also, the perceived benefits of such a
scheme need to be well quantified in terms of its value and impact on the society as well as its
capacity to generate revenue or save cost. The feasibility of the claimed benefits and their impact
needs to be thoroughly evaluated in consultation with the respective stakeholders. From the existing
reports, it seems that very little effort has been made towards estimating the total cost of the
project and mapping the same with the perceived benefits. In fact there is no indication of any costbenefit analysis having been conducted by the government for the UID project.
Moreover, substantial focus would still be needed in the areas of trust generation among various
stakeholder groups by understanding their readiness, feasibility, and ways to generate trust among
these stakeholders in such a critical initiative. Thus, mapping drivers (and inhibitors) of adoption in
considering socio-economic and cultural issues in the designated areas of roll-out becomes an
absolute necessity.2012-01-01T00:00:00Z