CASE LEAD IDENTIFICATION Submitted to: Prof. M. R. Dixit and Prof. V. C. Sherry Submitted by: Mitra P.

Singh/ Shiv Kumar Belli/ Surya Bahadur G. C./ Krishna Priya Date: 29th June, 2012 A. Lead 1: Ahmedabad Textile Industries Research Association (ATIRA) Introduction to ATIRA: ATIRA, established in 1947, is an autonomous non-profit association for textile research located in Ahmedabad, India. It is the largest association for textile research and allied industries in India. Its major activities include research and development, consultancy, training and testing. ATIRA has been successful in improving value-chain in the Indian textile industry through technical assistance in modernization process, process optimization for improved productivity and human resource development in the textile industry. In recent periods ATIRA is shifting strategic focus from traditional textiles to technical textiles. It is the first institute to start a technical textiles testing laboratory focusing on composite and protective textiles in India. In recent years it has invested significantly for setting up the incubation center for the technical textiles and composites. It has just established nanowebtechnology center, the first such center across whole of Asia and Europe. Case Occurrence: ATIRA has made investments worth billions in development of full-fledged technical textile incubation center. However they are currently experiencing low response to their services from the Indian industry. This is becoming a major challenge in realization of their strategic decision. The Director is currently analyzing the future course of action relating to major current challenges like industry awareness of technical textile, human resource development, capacity building, market development and financial sustainability. Learning Objective: To understand the difficulty in implementation of strategic decision. To develop the strategic options and making strategy selection and choice. Area of Study: Strategic Management

Decision Maker: Director of ATIRA

B. Lead 2: Marketing of BANDHEJ Textiles in Dhalgarhwada (Ahmedabad) Market.

Prologue: Rajasthan has been the native of Royalty and Gujrat too an iconic state of aggressive progress. Amongst these merits of the states; the two regions share one more commonality and that is the Art of Bandhej or Bandhani. Bandhej or Bandhani has been derived from the native word Bandh that means a bond, or a tie. This art of tie and dye has received huge acclaim across world. The art involves tying and dying of pieces of cotton or silk cloth to the principal cloth. At the onset the colors used in bandhej were natural colors from natural sources like petals, stem barks, roots etc. There were / are various types of designs practices, namely Khombi, Ghar-chola, Patori and Chandrokhani.

Study: Bandhani as an art and tradition was practiced in states like Gujrat, Rajasthan and parts of Uttar Pradesh. As time progressed, with the onset of modernity in attire too; the art is set on extinction. The attempts to see the dying set-ups went vain. We tried to discover the Market Status of this art (in the most traditional and ancient marketplace of Ahmedabad Dhalgarhwada). Dhalgarhwada stations almost 200 odd outlets, especially Bandhej. The primary interactions with the vendors and Nutan Cloth Centre revealed a problem that happens to fuel our study.

Occurrence: The growing difficulty of the shop-vendors in Dhalgarhwada Area in selling and marketing Bandhani Material. Occurrence Challenges faced by Dhalgarhwada Shopsvendors in selling and marketing Bandhani Textiles Learning Outcomes Sales promotion strategies Area: Marketing Management

Decision Maker: Mr. Mohammed Yasir, Nutan Cloth Centre, Dhalgarhwada Ahmedabad Market.

C. Lead 3: BONTEMPS

Introduction of BONTEMPS: Bon Temps, a subsidiary of Endeavor Group was established in 2007 and has grown to become one of the best emerging food and hospitality service providers in Gujarat. With a talented team of hospitality professionals, it provides a wide range of services in restaurants, food court management, institutional and industrial catering, guest house and transit house management, healthcare food, housekeeping services and food services at educational institution. In short span of time the firm has been successful in retaining institutional customers like TCS, Rajsthan Hospitals, L &T, Doshion, IIMA, GMDC, MAERSK and HITACHI. The group runs one Dhaba(Dhaba 92) and one restaurant (Nukkad).

Case Occurrence: The company envisions being a premier hospitality company in the country through rapid diversification and expansion. The driver for growth has been identified as value-addition through delivery of quality product, service enhancement and human resource development. The managing director is currently analyzing the key areas to focus on for achieving its growth targets with reference to financial and human resource constraints it is facing. Leaning Objectives: To identify growth drivers and expansion strategies. To develop alternatives for managing constraints for strategy implementation. Area: Strategic Management Decision Maker: Managing Director of Bontemps