METHOD OF CASE ANALYSIS

Case study method as a tool of learning has become quiet popular in management. This is because management is an applied science and an action - oriented activity. A person cannot expect to become a successful manager just by studying books on human resource management. Practice is highly required. In educational programmes on management, students can practice to some extent through the case study method. Moreover, case questions are being asked in MBA, M.Com and other examinations. Therefore, students are advised to learn the art of analyzing and discussing cases. Case study method was initially developed in 1871 by CHRISTOPHER LONGDEL at Harward Law School, U.S.A., for development of practical knowledge on the part of law trainees. Gradually, this method received prominence in the field of management, which is basically a combination of science as well as an art. Management case: A case is a description of a situation, real or hypothetical, involving some problems to be solved. It sets forth in a factual manner the circumstances surrounding a particular management situation or a series of events in an organization. It may not contain complete information and therefore, the case analyst has to make certain assumptions. The management cases may be programmed or non-programmed. They may be routine and repetitive, or may be new, unique and marvel. Further, the management cases may be classified as problematic, descriptive and illustrative. Management case study method primarily involves decision - making because to solve the problem or a case, the manager has to decide upon from the available alternatives which one is more appropriate having close association with the problem, or which one is more valid in a given situation. Thus, management case study method basically aims at developing decision-making also helps in providing informal training in communication skill which is required to establish proper and effective interpersonal relations with subordinates, peers and superiors. Objectives of case study method: Case study method is based on the principle of ''Learning by doing'. It is aimed at: Providing exposure to real business or managerial situations. Helping participants to acquire the skills of applying concepts and principles of management to actual situations. Developing the ability of diagnosing problems, analysing and evaluating alternatives, and formulating workable plans of action. . Training the participants to workout answers and solutions themselves instead of relying upon the lecturer or a text book.

Guidelines for case analysis: There is no proven procedure or formulae that can be recommended for case analysis. Each case is a unique situation and requires judgment accordingly. However, certain basic guidelines may be suggested to students for writing analysis of the case. The following steps are involved incase analysis: Identification of problem situation. Determination of the facts on various aspects of the problem. Ascertainment and development of alternative courses of action. Evaluating and analyzing advantages and disadvantages of each alternative course. Prediction of occurrence of advantages and disadvantages. Selection of the best alternative. Execution of decision. Finding the solution of the problem. Comparing expected result with the real result of decision. How to analyze a case: (Suggestions to students) Students who are habituated to lecture method of teaching are required to re-orient their study habits. The student has to prepare to reflect carefully on the situation presented to develop reasonable thoughts, write wellsupported analysis of the situation, and a sound, defensible set of suggestions and recommendations about the strategic actions need to be taken. The students can follow the approach discussed below: Read the case material quickly to get familiarity: The first time reading of the case provides the students an initial understanding of the situations, issues involved in toe case, etc. 2) Read the case a second time : This step provides a full command of the facts, information, opinions, views, company culture, values, etc. Read the exhibits, appendices etc., carefully: This step provides full information about the case. Study the case: The student should recall the difference between reading and studying. Read in - between the lines as the problems may not be apparent in the case material itself. Students have to prepare notes about facts, important situations, information, less important information, situations etc. Identify the strategic issues: Students have to identify the strategic issues in the case. It helps to identify the tools and techniques of analysis and process. Diagnose the key issues: The students should use their creative or innovative skills, analytical skills anq application skills to diagnose the key issues or key problems in the case. This is the crucial step in the case analysis.

Check the diagnosis: Students have to check the diagnosis made with the help of questions given at the end of the case. The students should think repeatedly even if the diagnosis matches with the questions. Students may move to the next step after confirming the diagnosis. Support diagnosis and opinions with reasons and evidence: Students have to support their diagnosis and opinions with reasons and evidence. Checkout conflicting opinions and make some judgments about the validity of all the information provided: Case material may provide contradicting opinions, views and information. Students have to evaluate the opinions, views, data and information provided with the help of their skills of inferences and judgment. Start analysis of the issues: After diagnosing the basic issues, all other issues relate to the basic issue should be analyzed. These issues include calculation of financial ratios. Identify and make notes of data and information required to solve the problem diagnosed: The students have to use the conceptual knowledge arid skills of management in identifying the data and information required to develop solutions. Compare the data and information available in the case with the data required to offer recommendations: If both these two do not match with each other and that available are not sufficient to solve the problem, the students have to identify the gap in information available. Fill-in the gaps: The student has to fill-in the gaps through inferences and assumptions with the help of information available, conceptual knowledge and by reading in-between the lines of case material. Analyze the case: Students have to analyze the case thoroughly with the help of strategic management tools, techniques, their opinions, judgment, etc. Generate alternative solutions: The detailed case analysis normally pave the way to generate alternative solutions' or recommendations to solve the basic problem diagnosed. The management concepts should be inter-weaved with the issues identified, in developing alternative solutions. Evaluate the alternative solutions: Students should evaluate each of the alternative solutions in terms of their strengths, to implement, and weaknesses, provided by the internal environment for implementation, and opportunities, threats posed by the external environment in the process of implementation. Further, the possible outcome of each solution should also be considered in the process of evaluation.

Rank of solutions: The student has to rank the solutions on the basis of their score in SWOT analysis. Select the best solution: The students should recognize that there is no single best solution for all situations. It varies from individual to individual, and from situation to situation, and based on Judgment. However, the student can select the best solution based on the ranking of alternative solutions. Prepare the action plan: The students have to prepare a detailed plan for executing the best solution. The possible hindrances should also be pointed out along with the means to overcome them in the plan of action. Communicate the results to parties concerned: The students should prepare detailed communications and address them to the parties regarding the plan of action. Illustrations: In order to help the students in writing case study, the following solved case exercises may prove useful: Case study 1: Murali Krishna has just graduated from Indian Institute of Management, Kolkata, and joined his father's small business which employed 25 semi-skilled workers. After two weeks, his father, a retired government officer, called him and said "Murali Krishna I have had a chance to observe youre working with the men and women for the past few days. Although I hate to, I must say something. You are just too nice to people. I know they taught you human relation stuff at I.I.M., but it just does not work here. I remember when Hawthorne Studies were first reported every one in the academic field got all excited about them. But believe me there is more to manage people that just being nice to them". Read the above case and answer the following questions: Do you think that Murali Krishna's father understood and interpreted the Hawthorne Studies correctly? If you were Murali Krishna, what would your reaction be to your father's comment? Suggested Analysis: Careful analysis of the above case reveals that the central problem involved in the case is regarding human relations in the organisation. Since, Murali had graduated in management; he seems to be well convinced regarding the importance of human relation approach in management. Human relation approach advocates that employees working in the organization cannot be treated as cog of machine or like other resources. They have certain needs, wants, expectations, beliefs and values which interfere with their working. It is indisputable that if they are given proper treatment they will be more satisfied, which may lead to motivation

and higher productivity. This approach also recognizes that they do not only work for money but they also need recognition, appreciation, warmth, treatment and congenial interpersonal relations. In the light of these factors, Murali must have believed in maintaining warm interpersonal relation with employees by reducing social distance, listening to their view points and helping them in every respect by being nice to them. But it is clear from the arguments of his father that he knows something about the findings of Hawthorne experiments, but his view point is highly influenced and dominated by the weak points associated with that experiment. He firmly believes that these findings are purely academic in nature and managing the men in organization is much more than that. It can be safely inferred from the case that Murali lies on the positive side of the approach, whereas his father is more guided by negative aspects of human relation approach. Nevertheless, the relevance of Hawthorne studies and its conclusions cannot be reduced only upto keeping the employees happy but these conclusions go long way in raising the level of satisfaction of the employees and thereby to enhance productivity. To understand implications of these conclusions it is desirable to discuss them. At first phase, Elton Mayo highlighted that psychological, social and other factors, besides economic factors, have a definite impact on the level of satisfaction and productivity of the employees. Thus, their needs, feelings and expectations should be taken care of. The second set of conclusion indicated and emphasized the role and importance of informal relations upon the working behaviour of the employees. The third set of conditions deals with human side of the organization. This can possibly be done by adopting supportive style of supervision, improving physical working conditions, creating effective and proper interpersonal relations and encouraging informal relation among them. At the same time Murali's father is also having large experience in managing people in government departments. His views, therefore, should also be respected. He may be right in his approach to the extent that efforts made by the organization not only for keeping employees happy in work-setting, side by side it should also be ensured that happiness and more satisfaction contribute to higher productivity. Thus, in nutshell humanization of organization, socialization of the employees, cordial human reactions and happiness of the employees should be treated as a mans for raising their productivity in the organization. Case study-2: Vijay Automobiles Limited is engaged in the business of repairing and overhauling of automobiles. They have about 75 employees working in the workshop. Current practices have led to an extreme amount

of customer dissatisfaction due to very high waiting time, discourteous behaviour of workforce with the customers, poor quality of workmanship and high cost of repairing automobiles. As a result of it the customers have started getting their cars servicing elsewhere. The company is very keen to improve the situation but the owner finds that his people are not motivated by a spirit of service basically because of poor wages and indifferent supervision. This operation is located in environmentally alert community and they have also been complaining to the local municipal authority about the nasty way in which operations are handled and waste-water disposed off is causing a lot of inconvenience in that locality. The owner wants your help in raising the level of productivity of the employees and the effectiveness of operations. You have been asked to look into the operations of the company, analyze the whole situation and make necessary recommendations. Suggested Analysis: I. Identification of problems 1) Customer's dissatisfaction 2) Decline in the volume of business 3) Reduced market share 4) High waiting time 5) Poor quality of workmanship 6) Discourteous behaviour of the employees 7) Unfavourable attitude of the alert community. II. Causes of the problems: 1. Lack of motivation 2. Lack of required training to the employees 3. Dissatisfactory wage system 4. Indifferent supervision 5. Environmental alertness among the people ofthe communi 6. Ineffective waste disposal system. Ill. Solutions and recommendations: 1. Scientific training to the employees as to improve their workmanship as well as behavioural pattern. 2. Effective motivation system must be designed in the company by studying needs and wants of the employees. 3. Incentive wage system should be installed as to provide reasonable wage to the employees, and incentives should be linked with productivity. 4. Supportive supervision should be provided to the workers. They should be helped, guided and inspired to work efficiently. Their workrelated problems should be promptly looked into and solved.

5. Proper drainage system should be installed as to remove waste without affecting sanitation of that area. 6. Responsibility should be fixed on each supervisor for completing the job in time. 7. Interpersonal relations with customers need to be improved by creating mutual trust and confidence and improving quality of service rendered to them. 8. In order to make community attitude favourable, local people should be given priority in employment and the company should contribute to promote overall welfare of the community. Case Study - 1: As a result of economic reforms initiated in the recent past, the Indian economy has been globalised. The regulations and controls have been relaxed. Many more multinational corporations have been inclined to make their entry in India. Consequently, market dynamics, especially nature of competition has been drastically changed. Indian organizations are finding it difficult to compete with their counterparts coming from outside. Suppose you are a manager in one of the well established pharmaceutical company already working in India for the last 25 years. To compete with multinational corporations you personally feel that production as well as distribution systems are to be made cost effective so that better quality of medicines can be produced and distributed at reasonable cost. For improving cost-effectiveness of the system you carry opinion that your organization is overstaffed. You are bringing this fact to the knowledge of the Managing Director. He is discussing this problem with you in the light of human resource planning and development. The Managing Director of the company is asking you the following questions: How to proceed for making manpower planning? Discuss various steps involved in it. How will you convince your Managing Director that manpower planning and development would help in making production and distribution systems cost effective? Answer the above Questions. Case study - 2: India's economy is going through a radical change. After initiation of many economic reforms business environment in the country has changed a lot. We have definitely moved towards free market economy. As a result of this many new opportunities have been created, and "at the same time new

challenges and threats have also arisen ou't of the change. There were more than half a dozen organizations engaged in the production and distribution of cool drink in India under different brand names. In the meanwhile two giant multinationals, namely, "Pepsi" and "Coco-Cola" also entered into Indian market. Consequently the existence and survival of home organizations came into Jeopardy due to cut-throat competition. Some of the local organizations have disappeared and some others are just surviving on border line. Read the above case and answer the following questions: How domestic organizations may cope with changing environment. What have been their strengths and weaknesses and how they enter into cool drink market. Suggest suitable strategies they should adopt. Case study - 3: Bhaskar Limited was incorporated about 10 years ago to take over three medium size concerns, manufacturing a variety of electrical goods. Over the years, the operations of the company were expanded, and several new items were added to the production line. Each of the manufacturing unit was headed by a general manager having an independent staff looking after sales, engineering, stock control and plant maintenance. At the head office, the departments looking after each of these functions were under the charge of an executive director, who exercised general control over the respective functions in each unit. Every year, the head office prepared manufacturing, sales and finance budgets for the company as a whole and for each of the units. Though there was no budget for plant maintenance, each general manager was authorized to spend upto Rs. 15,000 at a time, on the purchase of machinery and equipment. For capital purchases exceeding this sum, he had to seek sanction from the head office. The general managers had pointed to the inadequacy of the authorization a number of times, but in vain. However, of late, reports had been reaching the head office that the general managers had hit upon a novel method to short-circuit the paltry organization. They would purchase machinery and equipment worth several times more than the sanctioned limit, but in such a way that at any one time the payment for the same did not exceed Rs. 10,000. Read the above case and answer the following questions: Does the company have an effecti,ve budgetary control system? What measures would you to recommend plugging the loopholes in the existing control system? Case study 4:

Grievance procedure Vs. Collective Bargaining: The Andhra Pradesh State Road Transport Corporation has been providing transport facility since 1956. It has been extending its operation from one region to another by nationalizing the passenger transport companies in a phased manner. It nationalized two routes in Prakasam District in the state in October, 1989. Normally, it absorbs all the employees working in passenger transport companies before the nationalization and fixes their wages at par with the scales of similar categories of jobs. The pay scales in the corporation are determined on the basis of mutual agreement between the management and the recognized trade union. The scales are revised once in 3 years. The recent agreement came into force with effect from September, 1989. There are two classes in driver category: Class I (drivers working on long distance buses), and class II(drivers working on short distance buses). The pay scale of class II drivers was enhanced from Rs. 1,200-2,000 to Rs. 1,500-2,200. With effect from September, 1989 in consequence to the latest agreement. The agreement further stated that the pay scale of drivers drawing the scale of Rs. 1,200-2,000 would be fixed in the scale of Rs. 1,400-2,200. The corporation absorbed 12 drivers who were with the private passenger transport companies upon the recent nationalization of three routes. The human resource department fixed the scale of these 12 drivers in the scale of Rs. 1,200-2,000 and it rejected their plea of fixing their pay in the scale of Rs. 1,400-2,200 saying that only drivers drawing the scale of Rs.1,2002,000 are eligible to draw the new scale Rs.1,500-2,200. The corporation has set up both the grievance machinery and the collective bargaining machinery to resolve employee problems. These drivers submitted their issue to the foreman who was their immediate superior. The foreman told them to raise this issue in collective bargaining with the help of trade union leaders as it was a policy matter. The drivers approached the trade union leaders and persuaded them to solve the issue. The trade union leaders included this item in the draft agenda' of the collective bargaining committee scheduled to meet in January 1990. But the collective bargaining committee deleted this ite~ from the draft agenda saying that the issue could b~ settled through grievance machinery as only 12 drivers out of 3,900 drivers of the corporation were concerned with the issue. Questions: Who is correct: the human resource department, the foreman or the collective bargaining committee? Where do you place the issue for redressal? Give reasons. How will you redress this issue? Case Study - 5:

Delta Electronics Limited : Delta Electronics Limited designs and manufactures sophisticated electric devices. More than 90% of Delta's work evolves out of subcontracting for major firms. Founded in the late 1960s. The company grew to five thousand employees by the mind 1980s and has been stable at this size ever since. Delta's organization is designed around projects. When a contract is obtained, it is assigned to a Project Manager who, in turn, is supported by one or more Assistant Managers a typical Project Manager may oversee five or six projects at a time. The actual manufacturing division, which is headed by the directors of manufacturing, Ramesh Chandra. The director of manufacturing and project managers all report to a common boss-the vicepresident of operations, Vijay Bhasin. If each contract is to meet its time and quality objectives and come in within budget, the project manager must work closely with the manufacturing division. The importance of each person is recognized at Delta. Jagadish Nath has been hired by Delta in August, 1984, to be a Project Manager. An Engineer by training, he had established an impressive research record in the electronics industry and Delta's top management considered itself lucky to have hired Nath away from Sigma Industries, where he was a senior researcher in its electronic laboratories. Nath was charged at Delta with supervising a number of projects, including a prestigious subcontract for IT!. Nath was supported by K. Vaidyanathan, a twenty-six year old industrial engineer with an MBA, who had recently been hired out of prestigious graduate school of business. Vaidyanathan impressed a large number of people at Delta as being bright and extremely ambitious. In February, 1986, Bhasin was informed by the auditing department that Nath's project for ITI was well behind schedule and running 14% over cost estimates. When Bhasin confronted Nath, the latter was obviously surprised. "I have had no knowledge that the project is off schedule. My assistant Vaidyanathan has mentioned that he's hadto stay on top of the production people to make sure our project gets high priority. In fact, He's written several rather strong letters under my signature to Ramesh Chandra to keep him aware of our concern. But Vaidyanathan always said everything was O.K. and that he just had to push those guys over in manufacturing a bit more than they have become accustomed to". An inquiry by Bhasin to Ramesh Chandra got a curt reply: "Tell Jagadish Nath to get off my rear. I've got over three dozen manufacturing projects to get done and his letters and those nasty phone calls from his assistant have caused my people to give his projects lowest priority. Questions: What is Nath's responsibility? Has he done anything wrong? What is Vaidyanathan's responsibility? Has he done anything wrong. What can Bhasin do to deal with the current problem?

Case Study - 6 : (Illustration) Case Study : Mr. Babu Lal started in 1980 a music cassette recording company on a very small scale. In a short span of five years his company's sales almost equaled the combined sales of the then three leading music recording companies in India. This could be made possible because of Mr. Lal's business acumen, extraordinary managerial skills, imaginative sales promotion programmes, and above all his ear for good music and lower overhead expenses. Encouraged by the enormous success of his music recording company, Mr. Babu Lal ventured into other manufacturing activities. Throughout this period Mr. Lal found it difficult to delegate authority and continued making all final decisions on new products, product plans, capital budgeting, advertising, pricing policies, sales plans, hiring of staff, and labour union and other matters. Senior key executives started feeling frustrated due to the Chairman's unwillingness to delegate authority. Some of the newly set up units, which turned out to be non-profitable, were closed down after a few years of their setting up. Carefully examine the above case and answer the following questions: a) What could have been possible reasons of Mr. Lars reluctance to delegate authority? b) How you would have convinced Mr. Lal about the utility of delegating authority? Suggested Analysis: Mr. Babu Lal has extraordinary managerial skills and a great liking for good music. Therefore, his music company achieved exceptional success during a short period of five years. His initial success inspired Mr. Babu Lal to .start other manufacturing business. But he lacks the ability to delegate authority effectively. When his business expanded he could not provide the necessary autonomy and the opportunity to exercise initiative to his executives and operating staff. They felt stifled and frustrated. As a result, his newly established' business units failed and had to be closed down. a) The possible reasons for Mr. Babu Lars reluctance to delegate authority could be as follows: I. He started the business and took all decisions himself and thereby developed the habit of non-delegation. II. He might have felt that none could do the job as well as he could due to his business acumen, extraordinary managerial skills and imaginative sales promotion programmes. III. Mr. Lal might have developed a love for dominating the show and could not delegate due to fear of losing power. IV. Due to enormous success of his music recording company he might have felt that delegation is not necessary for success in new business. V. Mr. Lal might have lacked confidence in the ability of his executives.

b) I would have convinced Mr. Lal about the utility of delegating authority by pointing out to him the following benefits of delegation: I. By delegating authority, he could avoid the feeling of frustration among his key executives and thereby keep them motivated. II. Delegation will enable him to succeed in newly set-up units through quick decisions. III. By delegating authority, Mr. Lal could concentrate better on overall co-ordination and control of different units. IV. Delegation will enable him to develop his successors who could fill the void created by his retirement / death. Case Study - 7 : Miss. Sajjila is a young lady with entrepreneurial zeal. She had a vision of starting a unit while she was in the college. Soon after the completion of her M.B.A. she applied for a scheme for self-employment in 1995. She has chosen to manufacture P.V.C. Cables, a line in which she had no background. She took three months training programme organized by SISI. The unit was ready with the title "S.M. Industries" at Hyderabad. In the very first year of operation, she had a turnover of more than Rs. 20,00,000/-. By November, 1999 the turnover has reached to Rs. 30,00,000/-. At this juncture she received a severe jolt in the form of burglary of copper wires worth Rs. 15,00,000/-. Since then she has been facing-all sorts of problems, primarily with the banker. Meanwhile she got married with Dr. Babu. Both of them, by disposing some of their personal belongings have pooled the resources and initiated the process of revival without the support of any bank. In such similar situations others would have closed down their shelters, but her case is different. She is facing further odds from the Government side. The first step was to get the cables approved by the Government for which purpose she has to spend sleepless nights. After the necessary approvals she could to secure orders from large business houses like Khaitan, Rallis, Usha etc. She wonders that no one in the authority (Banks, financial institutions and other agencies) really looks into the problems of small scale units seriously. What are the factors responsible for her failure initially? Suggest a suitable measure for strengthening her unit on healthy Case Study - 8: Mrs. Kusum Gupta is a housewife turned entrepreneur through sheer determination, will power and hard work. Her husband, a civil engineer by profession, had spent a number of years in Fiji in senior positions which had earned him and Mrs. Gupta many well meaning and helpful friends. Mr. Gupta retuned to India in 1979 and started his consultancy work here. However, in 1982 Mr. Gupta met with a fatal accident, and this brought about a complete change in Mrs. Gupta's life style. She was quick to realize

that she could no longer be content with remaining as a housewife; she would need to do something to augment the family Income. She showed a good bit of business acumen in deciding to make use of her contacts in Fiji and go in for exports. She had known a good number of Indian families there and had known their requirements and tastes. The first thing that struck her was a great demand among the Indians settled down there for greeting cards for various festivals such as Diwali greetings cards etc. This is how she started her career in exports and so was born East West Export Corporation in 1982, located at B6/7 Safdarjung Enclave, New Delhi. Soon Mrs. Gupta added on other items in her export list to Fiji, more notable among those being the calendars displaying pictures of Hindu gods and goddesses and brass items. She later found a good market for Khurja pottery items, especially for use in the hotels, etc. Her success in exports to Fiji gave her the confidence to expand her activities in other countries also. Her son had settled down in New Zealand. So for obvious reasons, she tried her hand entering the market there, with instant success. She was particularly successful in exporting handicrafts to New Zealand. Her daughter and son-in-law were in Malaysia, and so her next entry was there with considerable success. Currently, Mrs. Gupta has a turnover of about Rs. 5lakhs, working almost alone, her youngest daughter does help her in various linked chores. However, her major forte has been her personal contacts. She keeps going abroad for renewing her contacts and promoting her exports. Her latest thrust is in Australia and she hopes to push in a number of items there in the not too distant future. While she does the paperwork herself, she has left the packing and forwarding to professionals in the field, Packwell and Coxs Kings respectively. She is full of self-confidence and plans to expand her exports on a much bigger scale. Identify the causes responsible for Mrs. Kusum Gupta to become an entrepreneur and the contributing factors for her success in her venture. Examine the entrepreneur. opportunities linked with her qualities as a women

Case Study - 9: Subhash Chandra is the first self-made billionaire. He has thus made a mark, as today Zee is a household name not just in India and Asia but also across large swathes of the Non-Resident Indians (NRIs) population in the U.K., U.S.A., South Africa, with more than 200 million viewers. He has reached the position, starting from scratch. Starting the life as a rice trader in Hissar, he went into packaging because of the shortage problem caused by the bumper harvest of the early 1970s. He acquired a lamination plant and began making laminated covers for Food Corporation of India

under the name Essel Packaging Ltd. Later Essel packaging went into laminated tubes. The trading business brought in lot money which Chandra invested in land. Essel World, the amusement park, was outcome of his efforts to find a use for the land. Then the Iraq-Kuwait war broke out and it was telecast live by CNN, Chandra wondered whether it would be possible to have such a channel in India. Zee was a natural corollary. He saw the opportunity in broadcasting created by satellite technology which allowed signals to be uplinked from outside India, bounced off a geo-stationary satellite almost 36,500 kms. up in space and then receivE:d by an inexpensive dish antena all over India. First slowly and then rapidly Zee's programmes drew viewers away from the government-run Doordarshan advertisers quickly followed. Soon Zee became one of the most powerful brands all over India. But Chandra is not the one to sit happy after winning laurels. Today, he has not only taken on the competitors successfully, but thanks to his vision and foresight, created and foresight, created a global Zee network consisting of programme/software supply companies, worldwide multi-media companies and distribution companies. His fingers firmly on the pulse of the Government, viewer's tastes, competitors and emerging technology, he has been quick to come out with befitting reply, with his yearning for combat still intact. Explain how good Subhash Chandra has been successful in identifying business opportunities as an entrepreneur. A mention has been made about the vision and foresight of Subhash Chandra. Discuss the importance of these qualities for an entrepreneur. Case Study - 10: Mrs. H.P. Mazumdar is a young lady with tremendous entrepreneurial zeal. While still in college she had set her mind on running a unit of her own. Soon after obtaining her B.A. degree, she applied for a shed in DSIDC under its scheme for self-employment for educated unemployed and got one. Thus, in 1978, this young lady, fresh from college and not yet married, set about establishing and running a small unit. Surprisingly, she picked on manufacture of PVC electrical cables and wires as her product line, a line in which she had no background. Right up to her graduation days she had been an arts student; her only association with electrical wires was in attending to connecting wires and plugs on to her table lamp and table fan. However, having decided on PVC cables as per product line, she was determined to make a success of it. She took a three months' training course in the line organized by DSIDC and she was ready to start. Thus was born her unit, H.P. Industries, located at 38, Okhla Industrial Area Complex, Phase-II, New Delhi in 1978. She did remarkably well in achieving a turnover of more than Rs. 2lakhs in the very first year of her operations - 1978-79. by November 1979 her

turnover was about Rs. 3 lakhs. However, she was in for a severe jolt. On November 3, 1979 her unit was burgled and copper wires worth about Rs. 35:000 were stolen. And from then on she had peen facing all sorts of problems, primarily with her banker. She had instructed her banker to get her an insurance cover for her unit including coverage against theft. The bank officials ignored her instructions regarding insurance against theft with the result that she had to bear the loss of Rs. 35,000 herself. This, subsequently, led the bank authorities to apply its clamps on any further credit facilities to her. Meanwhile, she got married. Between herself and her husband, they sold off their car, her husband left his job to join her and to put in his provident fund collections in the unit, and jointly they initiated the process of selfrevival, without any support from the bank or any other financial institution. Most entrepreneurs would have rolled down the shutters in face of such heavy odds, but she is differently made, she is bent upon reviving her unit, no matter what the hardships are. She is extremely disillusioned with the so-called government support to the small-scale entrepreneurs. She recalls that she was keen to do well in her enterprise. Her first step was to get her cables and wires approved by the Government Test House Alipore against ISI standards. The result was that she was able to secure orders from such large business houses as Rallis Fans etc. If only there was some guidance, some help and some sympathetic attitude from financial institutions, she wouldn't have had to spend so many sleepless attitude from/financial institutions, she wouldnt have had to spend so many sleepless nights. As for the banks, she finds their attitude not only unhelpful but positively inimical. She also wonders that no one in the authority really looks into the problems of the small-scale units generally. What are the factors responsible for the failure of the above entrepreneur? Suggest a suitable solution and Rehabilitation process for Mrs. Mazumdar.