Bikes & Co. Ltd.: Business Turnaround
(9 pages of text)
Case (Gen Exp)
In 2013, Bikes & Co. Ltd., a business unit belonging to a multi-divisional organization in Nagpur, India, was rooted in the past and out of touch with the contemporary environment. A new chief executive officer had been charged with implementing strategic changes that would turn the unit around across the organization, in every function and department. These changes aimed to align the company with consumer expectations and behaviour, which was reflected in retail outlets or points of purchase. The organization had to avoid concentrating only on the consumer’s end decision point and focus instead on the entire consumer decision journey. The new chief executive officer had been given 12 months to accomplish a business transformation that would address issues related to human resources, the supply chain, marketing and branding, vendor management, sourcing, sales, customer service, enterprise resource management, product design, engineering, and retail outlets.
The case is ideally suited for undergraduate- and graduate-level courses on strategy, marketing, or operations management. After working through the case and assignment questions, students will have developed their ability to do the following:
- Define the concept of business transformation as an integrated activity, and explain why the execution of a business transformation strategy must be fully owned by all stakeholders.
- Describe the consumer decision journey, and outline how business processes can be changed to deliver consumer delight at every step of the journey, thereby achieving sustainable business results.
- Develop innovative solutions to tackle both inbound and outbound supply chain problems.
- Use analysis and tools to discover the root causes of a business transformation problem.
- Explain the importance of customer perceptions, and describe how a business can manage them.
- Explain the strategic importance of sustainable strategies in delivering economic value to multiple stakeholders who are often driven by conflicting motivations.
- Prioritize various initiatives within a transformation process.
India, Large, 2013
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