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Case-lets content
An Aspiring Entrepreneur..............................................................................................................................................2 The Capital Constraint ................................................................................................................................................4 Freelance Programmers Limited....................................................................................................................................6 Irregular Supplies ..........................................................................................................................................................9 The Shenandoah reaper Part I...................................................................................................................................10 The Shenandoah reaper Part II .................................................................................................................................11 The Glass Ceiling Part I............................................................................................................................................12 The Glass Ceiling Part II ..........................................................................................................................................14 The Refugee Girl from Germany.................................................................................................................................16 The Unfair Excise Policy ..........................................................................................................................................18 The Unwilling Market .................................................................................................................................................19 The Engineered Entrepreneur ...................................................................................................................................20

* Prepared by Prof. Mathew J. Manimala as a basis for class-room discussions

Case-let 1*

An Aspiring Entrepreneur
Mr. K. Nagesh hails from a middle-class family. His father was an officer in the Finance department of the Government of India; he has retired recently and is settled in Delhi. Nagesh had his School and College education in Delhi. Though he was a bright student, he could not achieve his desired goal of doing B.Tech. in Electronics/Computers from one of the IITs. So he took up studies at the Delhi College of Engineering in the branch of Mechanical Engineering. Soon after he completed his engineering studies, he got a shop-floor job with TELCO in 1982. Considering the jobs available for mechanical engineering graduates in the early 1980s, this was a very good job. However, Nagesh was not happy with it, as his heart was always with electronics and computers. Since he has not had any professional education in the field, it was not very easy for him to get a respectable job in a computer/IT company. Starting something on his own in the field was an option but he felt that it would be very risky because of his lack of education or experience in the field. Nagesh was therefore considering the various options available to him. Even with his mechanical engineering background, he could get a job in a computer/electronics company. But without proper qualifications, the chances of his getting into the mainstream business was low. Opportunities for part-time education in computers near the place of his work was nonexistent at that time. Nagesh was prepared to quit his job to pursue full-time studies in electronics/computers. But his parents were not in favour of that. They thought it was unwise to leave the job in a respectable company, especially at a time when his father was retired and the family had to depend on his income to a large extent. Nagesh spotted a few business opportunities in the computer and electronics field: a) There were hardly any companies doing the maintenance of electronic equipment in those days, except CMC. The latter would do it only for government organizations, leaving a large gap in the private sector. b) The most neglected segment is that of the low-end machines. But the problem here is that these machines are widely dispersed and give very low returns compared to the efforts required to maintain them. The high-end machines, on the other hand, will give good returns but needs very high levels of expertise as well as investment. c) Large companies selling computers find it unviable to service the machines even during the warranty period. However, there was no system at that time to contract out such services. So it would be difficult to persuade these companies to do so and take a service contract from them.
* Prepared by Mathew J. Manimala based on an enterprise report in Business India, November 18December 1 1996, pp. 184-185.

d) Computer manufactures at that time were concentrating on large volume/large value sales. One of the segments that was neglected at that time was the educational and scientific research institutions. Developing sales in this segment could be a business opportunity, but there is a risk of the developed market slipping away into the hands of large players. e) Networking of computers within the organization was not very common at that time. Companies were not very convinced about the advantages of networking; so there were difficulties in creating a business opportunity from this situation, even though the scope for such work is fairly large. f) In a casual conversation with an NRI entrepreneur it was suggested that Nagesh could take up the distribution of the communication equipment being manufactured by the NRI. The latter was also prepared to provide part of the initial capital required. There were, however, some complaints that the equipment manufactured by him had quality and reliability problems. g) The most important problems being encountered by the aspiring entrepreneur, according to his own perception, are the following: (i) his own lack of expertise in his field of interest; (ii) his inability to attract highly qualified professionals for a venture to be started by him (such professionals would rather work in large reputed companies and would not care for a start-up venture); (iii) shortage of funds and/or investor partners with the right competencies. Under these circumstances, Nagesh is thinking hard for a way out to fulfil his aspiration to be an entrepreneur in his chosen field. You are required to suggest innovative, implementable and cost-effective solutions to his problems. Prepare a detailed plan for the start-up, specifying the choices to be made at each stage and justifying those choices.

* Prepared by Mathew J. Manimala based on an enterprise report in Business India, November 18December 1 1996, pp. 184-185.

Case-let 2*

The Capital Constraint


At the age of 14, David Gonsalvez had to discontinue his studies to take up a blue-collar job in a small company doing fabrication of consumer durables (such as helmets, wash-basins, furniture, bath-tubs, roofing sheets etc.) using fiber-glass reinforced plastics (FRP). The job was, so to say, forced upon this 9th class student in a vernacular-medium school in rural Kerala, because of his fathers accidental death in 1974. He took upon himself the responsibility of looking after his mother, two sisters and a brother. Though he belonged to the Anglo-Indian community, he could hardly speak or write English as the family lived in a village. On taking up the job, he had to move to the nearby town where his employers firm was located. There he lived in a rented room with his mother, brother and sisters. Four years of work helped him to save about Rs 5000/-. With the confidence he has gained about executing FRP fabrication work, David thought that he could himself start a similar business rather than waste his life working for a meager salary. As the FRP technology (of reinforcing several layers fibreglass mats with a combination of resin and accelerator) is used not only for fabricating consumer durables, but also for giving anti-corrosion lining for vessels and tanks in the chemical industry, David felt that the market is large enough for several players. While the opportunity was tempting, Davids personal situation posed a few problems, which seemed to be insurmountable. The main problem was that of finance. The minimum investment required for a project of this kind at that time was Rs 10 lakh, as per the project report being supplied by the Industrial and Technical Consultancy Organization, which was the governmentapproved agency for preparing SSI project reports. The cost of such a project report was Rs 1000/-. The advantage of buying this project report was that it would almost automatically be accepted by the public financial institutions. Educated individuals could get concessional finance up to 80% of the project cost. But this is not available to David because he was a school dropout. Even if he was eligible for concessional finance, it was impossible for him to raise the 20%, which would be Rs 2 lakh. David was not even in a position to invest his own savings (Rs 5000/-) because he needed that amount or more for maintaining the family until the new business became viable and yielding. While David was a very good worker, he felt that his knowledge of the FRP technology was inadequate. His employer was very secretive about the right proportion of resin and accelerator. If this proportion was not correct, there might be problems with drying or the work might develop cracks later. Davids lack of knowledge in the English language was also perceived by him to be a disadvantage especially when dealing with suppliers and customers from outside the state.

* Prepared by Prof. Mathew J. Manimala based on the information supplied by an aspiring entrepreneur who wishes to remain anonymous.

Assignment You are expected to find a way out for David. He is keen on starting his own business. Advise him on the practical and cost-effective ways in which he can achieve his goal.

* Prepared by Prof. Mathew J. Manimala based on the information supplied by an aspiring entrepreneur who wishes to remain anonymous.

Case-let 3*

Freelance Programmers Limited


Freelance Programmers Limited was founded in 1962 by Ms Steve Shirley with an initial investments of 6, operating from her own home. Shirley, who was of Jewish origin, came to the UK from Germany during the Nazi persecution. She studied mathematics at school and worked with British Telecom and ICL before starting her own venture. The motivation for the start-up was two fold: (i) The difficulty experienced by Shirley in getting re-employed after she had taken a break from her job for family reasons, and the realization on her part that this may be the case with several other qualified women professionals. The prevailing practice of large computer companies focusing almost exclusively on the hardware aspects of computers, to the near-total neglect of the software issues by the organized sector.

(ii)

The opportunities provided by these problems were also correspondingly large. The market for software products and services was largely unexploited and growing very fast. Even though there was enough scope for a few large players in the software segment, if such companies were to be organized in the traditional manner with heavy overheads, they would not be able to compete with the freelance professionals operating as individuals and with very little overheads. Hence a via-media organizational solution was to be found. Shirleys answer to this problem situation was to create and co-ordinate a consortium of freelance women programmers, each operating from her own home. These professionals were registered with the company as panel members, not as employees. The companys job was to get business and allocate it to the panel members based on their interest and availability.

The initial size of the company was 12 freelancers working for it on a retainership arrangement. Even though they were supported to be freelancers operating from their own houses, some of them had to be given the space to sit and to work, which was given at Shirleys own house. It was not a very pleasant existence at all in the initial years, as Shirley recollects: In our tiny cottage, I had one woman working in a spare bedroom, two more in the living room, with the files piled on top of the piano, and the baby and me at the dinning room table. It was pretty much like hell. In spite of its hardships in the initial years, Freelance Programmers grew fast because of its cost-effective and flexible organization. Compared to individual freelancers, it had a variety of competencies to offer and the capability of taking up larger projects because of

* Prepared by Prof. Mathew J. Manimala as a basis for class-room discussions

the large number of professionals available to it. However, since these professionals were retained as panel members operating from their own houses, the company had very little overheads in terms of office space and equipment. There was also no commitment of salaries for the panel members, who were paid only if they were given work. The retention fee given to the panel members were very low as the company operated exclusively with women professionals who had become unemployable in the organized sector because of the career break taken by them for family reasons. It was undoubtedly the cost-advantage associated with the flexible organization that helped the growth of Freelance Programmers. By 1970, it had over 100 people working with it and had operations in two foreign countries, Denmark and the Netherlands. It could manage the severe recession of the early 70s only because of its flexibility and low overhead costs. When the recession eliminated a few other competitors, the company expanded its activities further offering its products and services to three major sectors, Financial, Commercial, and Public Sector. Its operation spread to many more countries including the US. By 1984 the company became the 20th largest computer consulting firm in the UK with a market-share of 1.5% (the largest one had a share of 4%). By the early 1990s, its turnover crossed 1.5 million with a staff strength of more than 800. Growth has brought with it some problems as well. The investment needs of the company was growing fast. While the profitability was good, internal accumulation was not sufficient for meeting the expansion needs of the company. The name Freelance Programmers was becoming a deterrent to a few large clients, who saw a lack of professionalism implied in the name. The all-female employment policy was not helpful in hiring the best talents, especially in areas where there were skill shortages. Besides, the home-bound nature of its panel members came in the way of organizing discussions, testing, trouble-shooting, etc at the customers premises. Working from home had its other disadvantages too. There is hardly any spontaneous interaction and knowledge-sharing among professionals. Even when some professionals wanted to hold discussions with others particularly on complex issues relating to large projects, it was not possible because people were not available at one place at a fixed time. Many professionals had career ambitions, even though they have joined the company as panel members. When some were given organizational responsibilities out of the exigencies of work, others became unhappy about it.

* Prepared by Prof. Mathew J. Manimala based on published material, after disguising the identity of the person(s) involved.

There were also complaints about work allotment. Those who had locational proximity or were keeping in regular contacts with the head office were alleged to be favoured with more prestigious and interesting assignments. Others were given routine and uninteresting work. Since the nature of work also had a bearing on the remuneration, there was widespread unhappiness about work allotment as well.

The company board is meeting this evening to discuss these and various other issues. Could you please advise the board on the future course of action for Freelance Programmers?

* Prepared by Prof. Mathew J. Manimala based on published material, after disguising the identity of the person(s) involved.

Case-let 4*

Irregular Supplies
It was the early 1930s, when a physician-turned textile trader in rural Karnataka found his business getting interrupted for want of regular supplies of cloth from the weavers. When he enquired with the weavers about the reason for their irregularity, he was told that there was no working capital available to them. There were no banks in the area. The one located in the town was not interested in lending to small operators particularly in the rural area. Local moneylenders used to charge very high rates of interest; borrowing at those rates had ruined some weavers in the past. The weavers therefore have developed a habit of working intermittently as and when their own money from sales came in. The trader therefore had to find a way to ensure uninterrupted supply of goods in his shop, without which his own business was not viable. He thought of bringing the goods from Bombay, but found that the process would be very expensive and time-consuming, as the area did not have any direct road/rail links with Bombay. Besides, the transporters were not at all reliable. Assignment Examine the courses of action available to the trader under the above circumstances. What are your recommendations?

* Prepared by Prof. Mathew J. Manimala based on published material, after disguising the identity of the person(s) involved.

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Case-let 5*

The Shenandoah reaper Part I


The Shenandoah Valley was a sleepy agricultural village, where John McKinley (not the real name) had his farm. During the early 1800s, the American economy was struggling to recover from the destruction and destitution caused by the American War of Independence (1763-83). John had witnessed starvation in the cities and undernourished children in townships due to chronic food shortages. It was indeed quite paradoxical that there should be food shortages in a country having vast stretches of arable and fertile land, which made John thinking about the causes of such shortages. Based on his own farming experience, John came to the conclusion that harvesting is the major constraint among the various activities involved in farming. As harvesting is a time-bound activity that can be started only after the grains are ripe and has to be completed before they fall to the ground. This would imply that a farmer can cultivate only as much as he can reap using a scythe or sickle during the ripening period. Johns answer to this problem was to create a new method of harvesting food grains. So he started working on the development of a mechanical reaper. Unfortunately he could not complete the work, but died with his dream unfulfilled! It was Johns son Cyrus pursued the idea further and finally designed and developed the reaper. He made the first reaper in 1831 and unveiled it in the Shenandoah Valley, cutting 6 acres of wheat in less time than a healthy farmer could cut one acre with a scythe or sickle. When the reaper went into commercial production and sale, it created chaos among farmers because those who had a reaper suddenly out-produced their neighbours by a substantial amount and could market grain at very low prices. The Shenandoah Reaper replaced the way farmers had harvested grain for more than 2,000 years, and farm productivity was increased more than tenfold. The farmer who worked only with a scythe quickly realized that he had to accept the inevitable change and purchase a reaper or lose his farm. However, during those early days farmers had little money to buy such costly equipment. Hence the sales of the reaper were very sluggish. For Cyrus too, who had invested a lot of time and money on this invention, it was very critical to increase the sales. Thus the new invention created financial problems for both the inventor as well as the potential user. Assignment Discuss the course of action that may be taken by Cyrus to increase the Reaper sales

Source: Adapted from The Entrepreneurs: An American Adventure (Boston: Enterprise Media, 1987), Film No.2. Also International Harvester: A History of Invention (Chicago: International Harvester Corporation, 1964).

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Case-let 6*

The Shenandoah reaper Part II


In view of the sluggish sales of his new harvesting equipment, Cyrus McCormick (real name) founded a company International Harvester Corporation with the main objective of facilitating large-scale adoption of the reaper by the farmers. One of the first actions taken by him in his new company was to let farmers use the reapers and pay on credit terms, and soon had sales offices in every state and territory in the country. Later McCormick refined his credit policies and introduced installment sales with low down payments and periodic payments. This innovation in financing may have been as monumental as the invention of the reaper, and although a credit craze did not materialize, many companies such as Kraft and Wells Fargo quickly adopted credit policies. A commercial finance industry evolved several years later to provide equipment loans to manufacturers. McCormick was an inventor-turned-entrepreneur who recognized the value of marketing, but he also hired the best people he could find with marketing and engineering talent. He encouraged them to think and act independently and many unusual innovations were made. Prior to the Civil War, for example, the company introduced four-color advertisements and posters; these were the forerunners of billboards. Later, he created brochures to attract customers, and these evolved into mail-out orders that were among the first efforts at direct marketing. The heart of McCormicks business, however, was his line of International Harvester machinery. During 20 years spanning the reconstruction period following the Civil War, IH introduced more than 200 models of field planting and harvesting equipment. Each item was based on the simple idea that a standard model using interchangeable parts could be produced in large quantities and sold, repaired, and serviced at very low costs. This system made field repairs easy and allowed farmers to replace worn machinery parts. The idea was adopted by Samuel Colt, who used interchangeable parts in his manufacture of fire-arms, and the Winchester Company quickly followed. Together, their fire-arms became legends in western folklore. Assignment 1. Identify and classify the innovations introduced by McCormick. 2. Evaluate the strengths and weaknesses of the strategies that led to IHs success and compare them to what may be done in newer industries. 3. Evaluate the spin-off effects and impact of a simple invention like the reaper on the style and quality of peoples lives.

Source: Adapted from The Entrepreneurs: An American Adventure (Boston: Enterprise Media, 1987), Film No.2. Also International Harvester: A History of Invention (Chicago: International Harvester Corporation, 1964).

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Case-let 7*

The Glass Ceiling Part I


Jayadeva Reddy (not the real name) had an exceptionally bright academic career. He was born in 1952 in Bangalore (South India) then a sleepy little town of mild weather and therefore often called the pensioners paradise. Indeed, this epithet gained a lot of legitimacy because of the fact that pensioners really preferred this town for a peaceful life after retirement, far from the hustle and bustle of the commercial cities of Bombay (Mumbai) and Madras (Chennai) and the scorching heat of the plains. Though Bangalore did have a few educational institutions including the renowned Indian Institute of Science (IISc) which offered only postgraduate and research courses none of the undergraduate colleges in Bangalore had the facilities and reputation of Bombay or Madras based colleges. Jayadeva therefore was sent to Loyola College, Madras, for his graduate studies, wherefrom he graduated in 1971 with Chemistry as his main subject of study. Though Jayadeva came out with flying colours in his undergraduate studies of Chemistry, that, apparently, was not his passion. For a time he toyed with the idea of specialising in literature/journalism, where he had interest and competence, and had won a few prizes in poetry writing competitions. But a career in literature was perceived as slow-moving and non-remunerative compared to those in business and management. Jayadeva was therefore counselled to pursue MBA studies, which he did at the Indian Institute of Management Ahmedabad (IIMA). While a degree from IIMA opened the flood-gates of corporate careers to Jayadeva, the poet and philosopher in him still craved for more intellectual pursuits, which led him to take up doctoral studies at the Graduate School of Business (GSB) of the University of Chicago. Although he did very well in his doctoral studies, the seeker in him was becoming increasingly restless. Apparently there was a conflict between the thinker and the doer in him, and finally just before writing his dissertation, he left his doctoral studies to take up a corporate job with Citicorp. At Citicorp, Jayadeva held many important portfolios and developed a truly international perspective of the world business scenario, as his position gave him opportunities to work in New York, South America, India, the UK and finally California. While in India, as the country head for consumer banking, he built Citibanks most successful Asian retail and credit card franchises. In the UK too, he was instrumental in building the banks consumer business. He has also served as Head of the Development Division of Citicorp and Chairman and CEO of Transaction Technologies Inc, a Citicorp subsidiary based in California. In the latter job, one of his responsibilities was to identify, evaluate and select sub-contractors for developing and installing the software required for supporting the banks operations. The sub-contracts that he used to award to software SMEs were in the range of USD 1 to 2 million, which then triggered an entrepreneurial thought in him that he could be the recipient of these contracts rather than the giver. That became a recurring thought especially when he served Citicorp in India also as a Director of Investments in the IT sector, and it was getting constantly reinforced when in contact with his own uncle

Prepared by Prof. Mathew J. Manimala using published materials, as a basis for classroom discussions.

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who ran a successful software firm in India. Later in California, during the late 1990s, he felt himself to be an odd man out because every other person he met there was running his own company! But career considerations have always outweighed entrepreneurial ideas and aspirations. Citicorp kept on rewarding Jayadeva with periodic promotions in recognition of his excellent performance on whatever task assigned. As head of the Development Division, Jayadeva was among the top 50 managers of the firm, who constituted Citicorps Operating Review Group. And yet there was a lingering feeling within him that he would never make it to the top 15 who would be steering the companys destiny. The glass ceiling naturally was invisible but apparently impenetrable. Should he try for an entrepreneurial escape or find solace in writing poems and historical novels, which was indeed a passion for him?

Prepared by Prof. Mathew J. Manimala using published materials, as a basis for classroom discussions.

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Case-let 8*

The Glass Ceiling Part II


It was when the perceived glass ceiling (refer Part-I of the case) began to be felt as real that Jaithirth (Jerry) Rao (real name of the protagonist in Part-I) decided to take the entrepreneurial plunge. If they had promoted me, I would have stayed, said Rao. They didnt; they did me a favour. In December 1998, Jerry Rao quit his Citicorp job and founded the software development and consulting company MphasiS in partnership with Jeroen Tas, a colleague from the same bank. Together they raised USD 5 million as start up capital, which included a 25% investment by Bearings Private Equity Partners India Ltd. Soon after the start up, a friend persuaded him to take over a call centre in India, which Jerry added to his company in 1999, as a favour to this friend. The Bearings connection brought in a further impetus for the growth of MphasiS. Among the several companies wherein Bearings had made equity investments was a company called BFL in which Bearings had a 52% stake. BFL was in trouble, and so Bearings made a merger proposition to Jerry. The CEO has quit at BFL, and we have a 52% interest there. Would you consider a reverse merger where they take you over and you become CEO of the joint company? Jerry accepted this proposition as an opportunity to scale up his operations and formed MphasiS-BFL in 2000. That is when things really took off. But bad luck struck the fledgling new venture in the year 2001, when the IT bubble burst. We were in deep trouble as our growth rates plummeted. Ironically, it was the reluctantly added BPO unit that saved the company from folding up. Jerry Raos explanation on this was quite edifying. Initially I said, No, we are a highend IT company; we dont do grubby stuff like call centres. But when the IT industry slowed down, that call centre started growing gangbusters, 100% quarter on quarter. Today, it has become a BPO (Business Process Outsourcing) service provider that handles such tasks as tax returns and equity research. It became our engine of growth. Today we are a combined company with a top line of about USD 200 million USD 60 million from the BPO side and USD 140 million from the IT side. We have a total of 12,000 employees now. There were just 2 of us in 1998. It should also be noted that more than half of these 12,000 employees are women, and according to Jerry, these are women who have suddenly become the highest wage earners in their families. Implied in this claim is a philosophy of taking ones employees into confidence and compensating them well for their contribution. Asked about his greatest achievement he stated that it is to be able to attract a lot of very talented people to work with me in a start up that nobody had heard of, purely based on my reputation for trust. I never used a headhunter; all the people came through word-of-mouth references. The reputation that I was a person who could be trusted, who would treat them fairly, helped. The growth of MphasiS-BFL from 2 employees to 12,000 was achieved primarily through a series of acquisitions. Unlike the first of these acquisitions (BFL), which was

Prepared by Prof. Mathew J. Manimala using published materials, as a basis for classroom discussions.

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described as a reverse acquisition), the subsequent ones were all initiated by MphasiSBFL in order to broaden its product offerings. It has now become the sixth largest software company in India (which was achieved in just 7 years). As of 2005, the company has 10 offices in India including the headquarters in Bangalore besides having offices in Japan, China, Singapore, Australia, Europe, North America and Central America. When the software giant, Electronic Data Systems (EDS) wanted to expand its presence in India, it sought to acquire MphasiS-BFL. The proposal is to acquire 52% of MphasiS-BFL for USD 380 million. It is indeed another case of reverse acquisition. Would it be a desirable move for MphasiS-BFL? Would MphasiS-BFL and Jerry Rao be in control of the companys affairs after the event?

Prepared by Prof. Mathew J. Manimala using published materials, as a basis for classroom discussions.

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Case-let 9*

The Refugee Girl from Germany


In 1939 Sharon Herzlinger (not the real name) crossed over from Germany to the United Kingdom along with about 20,000 Jewish refugee children. Each one of them had a small back-pack and a number for identification tied around his/her neck. Orphanages and rescue homes in the UK became houses for these children, and Sharon too had the good fortune of getting a shelter and the opportunity to go to school. As a student, Sharon recognized that she had some special competencies in Mathematics. But the girls school where she was studying did not have maths beyond the elementary level. The right thing for a girl in those days was to pursue liberal arts and humanities in her studies. Maths and science were not for them to pursue. The system was obviously unfair to the girl students who were gifted in maths and science, and it was difficult for anyone to change the system, particularly so for an orphan girl. And yet Sharon decided not to give up. She made a special request for permission to attend maths classes in the nearby boys school, which was a parallel institution run by the same management. Her request was granted, rather surprisingly! Though it was somewhat uncomfortable to be a lone girl student among several boys, Sharon thoroughly enjoyed her hard-won opportunity to learn maths. Though Sharon had the ambition to pursue her studies in maths beyond the school level, it was not possible for her to do so; her orphan/refugee status once again proved to be a major impediment. She therefore took up a job with the British Telecom. Considering her special competencies in mathematics, BT offered her the position of a research mathematician. The designation sounded great, but the job was thoroughly boring. There was no research in her job. She was nothing more than a glorified mathematical clerk. The BT job was also one of the lowest paid among government jobs. But it offered her a lot of leisure and more holidays than on a private job. The extra time thus available to Sharon was gainfully utilized by her; she used her spare time for learning computers, which were just becoming popular at that time. During a nine year period of work at BT, Sharon developed proficiency in computer software through her evening courses. This gave her an opportunity to move from the boring job at BT. She took up a job with ICL, the largest computer hardware manufacturer in the UK at that time. Even though she was working in a computer company, she felt her job was peripheral to the business, as the company, like many other similar companies, focused on the hardware and neglected the software part of it. While she did not enjoy the ICL job much on account of the companys neglect of the software part, that was not the reason for her to quit this job. It was her marriage, pregnancy and the birth of her soon. After that break, when she wanted to get back into a job, apparently nobody wanted her! Software was not in much demand in established companies, whose focus was on the solid stuff like the hardware. The software services were provided to customers by the unorganized sector constituted by freelance

* Prepared by Prof. Mathew J. Manimala as a basis for class-room discussions

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professionals. While the sector was growing fast, there were very few organized players in the sector, who could offer employment to others. The large players with their overheads found it difficult to compete with the freelancers. But the greatest stigma on women professionals like Sharon was that they were not in touch with the field for some time. For a field that was changing so fast, such a break is enough to make the professional obsolete, and they were treated as untouchables by established organizations. Sharon too had her thoughts on creating her own enterprise, but found that the investment needed for meeting the overheads and the cost of the professionals was formidable! Group Task Discuss Sharons situation in groups. Assuming that you were in Sharons position, what would you have done? Justify your action-plans.

* Prepared by Prof. Mathew J. Manimala as a basis for class-room discussions

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Case-let 10*

The Unfair Excise Policy


During the early 1970s, when Dinkarbhai returned from the Middle East to his native town in Gujarat, he had ambitions to set up a textile business of his own. The choice of textiles as the area of his potential business was not guided by any analysis of the industry and market, but by a consideration of his own competencies. The only competency he could confidently boast of was his ability to accurately discern the quality of yarn. This ability was developed though his experience of having worked with a trading company for about 20 years after his matriculation, beyond which he had not had any opportunity to pursue formal studies. Dinkar spoke to a few friends working in the textile industry to get a clearer picture of the industry scenario. The friends cautioned him against doing any business in the textile industry. He soon realized that there was hardly any match between his own competencies and the market conditions. The textile industry in India was in a recession. The hardest blow was on the composite mills which had to pay excise duty on their products, whereas the power-looms, which could produce equally good quality textiles, were exempted. This has naturally created an artificial advantage for the power-looms. The latter, however, are small operators and therefore, have difficulty in marketing their products. The textile manufacturers association has been making several representations to the government for correcting the anomalies in the duty-structure. Their argument was that when the quality of the goods is the same it is unfair to have a different dutystructure; but the government remained firm in their pro-SSI policy. In this scenario, there is apparently no place for a new player, and so Dinkar was wondering whether to go ahead with his proposed project. Assignment Examine the possibility of Dinkar starting a textile business. Can you suggest a way in which he can start a new venture in the area of his competency?

* Prepared by Prof. Mathew J. Manimala based on published material, after disguising the identity of the person(s) involved

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Case-let 11*

The Unwilling Market


Mr Piyush Jain was a salesman with a company in Calcutta, manufacturing writing instruments. In the early 1980s, when there were very few manufacturers of writing instruments, Piyush found it a relatively easy task to sell pens. He was, however, concerned that there was hardly any variety in designs the existing manufacturers were not interested in bringing out new designs as they were comfortably settled in their niche markets. When Piyush was transferred to Chennai to take charge of that region, he got the opportunity to develop a more comprehensive perspective of the market; and he got increasingly convinced of the scope for introducing new varieties and designs into this stagnant market. He thought that the best place to launch a new venture of this kind was Mumbai, the commercial capital of the country. He therefore resigned his job and moved to Mumbai. At Mumbai, Piyush contacted a few distributors who too agreed with him that there was tremendous scope for new varieties and designs, and expressed their willingness to promote the new designs if supplied. Encouraged by such promise of support, Piyush commissioned a mould-maker to manufacture 600 pieces of a new design of pen. The first consignment of 50 dozens, each dozen separately packed in paper boxes as was the practice in those days, was placed in stores. Two days later Piyush went to the stores to find out about the fortunes of this new venture. He was shocked to find that not a single pen was sold! Assignment Please advise Piyush whether he should go ahead with his new venture. If so what kinds of changes would you suggest in his manufacturing/marketing strategies?

* Prepared by Prof. Mathew J. Manimala based on published material, after disguising the identity of the person(s) involved.

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Case-let 12*

The Engineered Entrepreneur


During the mid-1970s when Arun graduated in Mechanical Engineering from a local engineering college in Kerala, jobs were scarce even for engineering graduates. In one of his courses (Industrial Management) he had some lectures on entrepreneurship delivered by a guest speaker from a reputed national level institute of entrepreneurship (NIE). Arun was inspired by this speaker and decided to start his own venture after his graduation. The faculty from the national institute advised him to join a short course in entrepreneurship offered by NIE, which he did. Arun found the course to be very useful. He particularly liked the exercises on Achievement Motivation Training (AMT), which showed that he was very high on the Need for Achievement (n-Ach) and therefore has the potential for becoming a successful entrepreneur. Contrary to the general perception about the start-up process, Arun found it to be quite easy, particularly because of the facilitative attitude of the various government agencies involved. The programme at NIE helped a lot in enhancing his credibility with the government agencies. Participants of NIE programme were eligible to get a free project report from the State Industrial and Technical Consultancy Organization (SITCO). Arun obtained a project report from SITCO for manufacturing consumer durables (like helmets, wash-basins, bathing tubs, roofing sheets, furniture, etc) with Fibre-glass Reinforced Plastic (FRP). This project was chosen on the advice of SITCO officials about the market potential of these products, even though Arun felt that he does not have the required knowledge in the field, as he was a mechanical (not a chemical) engineer. SITCO officials reassured him that FRP is a very simple technology (involving the reinforcement of fibre-glass mat with a mixture of resin and accelerator for as many layers as necessary for getting the required strength), and can be easily managed through a few experienced workers, who were available in plenty. In any case, he had to recruit ten workers, which was the number recommended in the project report. With their arrival, there would not be any problem about the knowledge and skills required for the project. The investment required for the project (as per the project report) was Rs 1 million (10 lakhs), which included land at a special price from State Industrial Development Corporation (SIDC), building for factory as well as office, and machinery mainly for making dies and moulds. SITCO officials told Arun that money should not be a problem for him because of the low-interest (12%) loans available on SITCO project reports for engineering graduates from the State Financial Corporation (SFC). Under this scheme, the banks would lend 80% of the project cost as term loan. The entrepreneur has to raise 20%, which implied that Arun had to raise Rs 200,000/-. As he had difficulty in raising this amount himself, he started looking for partners, who were easily available from among his friends. Three of them joined the project with Rs 50,000/- each, thus raising the Rs 200,000/- including Aruns contribution of the same amount. Since SIDC had ready-made factory buildings in the industrial estate with road, power, water and telephone facilities, there was no delay in starting the new business. Out of the four partners, only three were actively involved in the business. One had a job, which

* Prepared by Prof. Mathew J. Manimala as a basis for class-room discussions

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kept him away from any formal responsibilities in the new venture. Arun, being an engineer and the initiator of the venture, became the Managing Director with responsibilities for the factory and the manufacturing function. The second partner had a small trading business in another town, and so he said he would be the Marketing Director, but would have the marketing office in his own town rather than at the factory. The third partner was a commerce graduate, and so he thought he was the most suitable person to be the Finance Director. One of his regular chores as the Finance Director was to go to the bank every morning and socialize with the friends of his unemployment days in a near-by club on his way back to the factory, often reaching back only in the evening. Socialization of this kind, he thought, was essential for creating the network that would support the business in times of need. The products manufactured by the new venture were not consistent in quality. Some batches developed small cracks. Such products were discarded and only the good quality products were sent to various shops for sale as per prior arrangement. To the utter dismay of the partners, there was hardly any sale for their products. The only item that showed some movement was helmet. Taking a clue from this the company started pushing this product, leaving the manufacturing facilities idle for other products. One of the strategies adopted by Arun to increase the helmet sale was to influence the state government, through a relative working as the personal secretary to the home minister, to make helmet compulsory for two-wheeler riders in the state. Consequent to the introduction of the helmet-rule in the state, there was some improvement in the helmet sales of the company, but the revenues were hardly enough to pay even the interest on the term loan. Arun had to take personal loans at high interest rates (24-36%) to meet the companys interest obligations with the State Financial Corporation, as his partners put on him all the responsibility for the poor performance of the company and refused to help in any way. In fact, they started blaming him for dragging them into this quagmire and wanted him to pay their money back with interest! Arun was desperately looking for some ways to rescue his venture. In the meantime he saw an announcement by the local business school about its part-time MBA programme, where the classes would be held in the evenings every working day for three years. He then joined the programme, and found some solace in discussing the problems of other companies. Assignment Discuss the problems of Aruns venture in your respective groups and suggest strategies for dealing with them.

* This case was prepared, as a basis for class discussion, by Prof. Mathew J Manimala, Indian Institute of Management Bangalore, using the data supplied by an entrepreneur who wishes to remain anonymous

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