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Knowledge in Business Administration

Stakeholder Theory

CREATING CORPORATE ADVANTAGE

How can you tell if your company is really more than the sum of its parts~ CREATING CORPORATE ADVANTAGE BY DAVID J. COLLIS AND CYNTHIA A. MONTGOMERY

Business Administration

Kinshuk Mishra

The Competition Act, 2002

The entire act explained in detail

Business Administration

Kinshuk Mishra

Dashman case study analysis

Format of writing a case study analysis. Based on a real company(Dashman)

Business Administration

Pritesh Parikh

GST Impacts on FMCG & E-Commerce Sectors

The article discusses briefly about the possible initial impacts of Goods and Services Tax (GST) on the FMCG industry as well as the E-commerce industry.

Business Administration

Kumar Saurabh

During the late 1990s, HP, the second largest computer manufacturer in the world, faced major challenges in an increasingly competitive market. In 1998, while HP's revenues grew by just 3%, competitor Dell's rose by 38%. HP's share price remained more or less stagnant, while competitor IBM's share price increased by 65% during 1998. Analysts said HP's culture, which emphasized teamwork and respect for co-workers, had over the years translated into a consensus-style culture that was proving to be a sharp disadvantage in the fast-growing Internet business era. Analysts felt that instead of Lewis Platt, HP needed a new leader to cope with rapidly changing industry trends Responding to these concerns, in July 1999, the HP board appointed Carleton S. Fiorina (Fiorina) as the company's CEO. Fiorina implemented several cost-cutting measures to streamline the company's operations. Some of the measures included forced five-day vacation for the workers and the postponement of wage hikes for three months in December 2000. In January 2001, HP laid off 1,700 marketing employees. In April 2001, Fiorina announced that HP's revenues would decrease by 2% to 4% for the quarter ending April 30, 2001 due to the decrease in consumer spending. In yet another move to cut costs, in June 2001, employees were forcibly asked to take pay-cuts. More than 80,000 employees volunteered saving the company $130 million. Things became worse when the HP management announced that it would lay off another 6,000 workers in July 2001, the biggest reduction in the company's 64-year history. The management also sent memos saying that the layoffs would continue and that the volunteering for pay-cuts would not guarantee continued employment. In September 2001, HP and Compaq Computer Corporation announced their merger. According to company insiders, once the merger was implemented, Fiorina was likely to lay off another 15,000 to 30,000 employees as a part of a major cost saving drive. The merger was expected to yield cost savings upto $2.5 billion primarily because of layoffs. The steps taken by Fiorina surprised analysts. They said that these steps were a major departure from HP's organizational culture - 'The HP Way' of promising lifelong employment and employee satisfaction. According to the company insiders, though change was necessary, employees' morale had suffered badly. Many employees had lost faith in Fiorina's ability to execute her plans. They also felt that her changes were destroying much of the company's cherished culture. HP Vice-President for Human Resources Susan Bowick admitted, "Morale statistics are lower than we've ever seen them." They also explicitly communicated their beliefs and values to the employees

Business Administration

ADVIKA BHAT

CONCISE CASE STUDY ON ZOMATO

CASE STUDY: ZOMATO INTRODUCTION: Zomato is a food and restaurant search engine which caters to the daily demands of people who are in search of good eating places. With the largest catalogue of restaurants around the globe, zomato is used on a daily basis to locate nearby restaurants. Moreover, it can also be used to book a table in a few selected restaurants at a certain time. It also has a consumer suggestion list which specifies the availability of a certain dish or cuisine at a certain time. It was started as a simple restaurant search and discovery service by two people: Deepinder Goyal and Pankaj Chaddah. Before the foundation of zomato, Deepinder Goyal was a management consultant for Bain and Company in New Delhi. It was at Bain that Deepinder conceived the idea of an online restaurant information service after seeing the demand for menu cards among his colleagues. BRIEF TIMELINE: 2008-The service began as "Foodiebay". November 2010- Foodiebay was renamed as Zomato. 2011-Zomato launched in Bengaluru, Pune, Chennai, Hyderabad and Ahmedabad and launched smartphone applications. 2013-The company launched in New Zealand, Turkey, Brazil, and Indonesia with its website and apps available in Turkish, Brazilian Portuguese, Indonesian, and English. April 2014- Zomato launched its services in Portugal. July 2014-Zomato made its first acquisition by buying Menu-mania for an undisclosed sum. September 2014-Zomato acquired Poland-based restaurant search service Gastronauci for an undisclosed sum October 2014-Zomato launched its services in Canada November 2014-It extended its reach to Lebanon and Ireland as well  December 2015-Zomato acquired Italian restaurant search service Cibando. April 2015-Another round of funding for Zomato, led by Info Edge, Vy Capital and Sequoia Capital, January 2015- Zomato acquired Seattle-based food portal Urbanspoon for an undisclosed sum. The acquisition marked Zomato's entry into the United States, Canada and Australia, and brought it into direct competition with Yelp, Zagat and OpenTable.  GROWTH AND POPULARITY: Database The numbers of listed restaurants has significantly increased over the years. With growing demands of food orders, restaurants have decided to register themselves under a single site for online orders. This gives an extra edge to the zomato, which has been built for this purpose. In 2008, 4000 restaurants have been registered under zomato. The number has exponentially increased. In 2013, the number rocketed to 94000.  No. Of visitors As the no. of restaurants increased, so did the no of visitors in the official site of zomato. The site is constantly under development, making a more friendly and convenient interface for people to order food online from the nearest places. The no of online web viewers of zomato restaurants have increases from a few thousands in 2008 to more than a million viewers by the end of 2013. Revenue Over the span of five years, the annual turnover for zomato has grown significantly. Despite the fluctuations in the Indian GDP, the global as well as national income for zomato has always been double or triple to that of the total investment. The investment includes sales and advertising, Home delivery, maintenance of restaurants, etc. A GENERAL TREND OF THE REVENUE, ONLINE POPULARITY AND NO. OF LISTED RESTAURANTS CONCLUSION: This is the first review of the project (CASE STUDY OF ZOMATO). Hence we have only provided minimal information about the various aspects of the Indian start-up. However there are a lot of aspects which we have planned to cover as a part of the case study. On a concluding note, we have provided with a list of the aspects that we have planned to explain for the next part of our case study: ·         Global popularity ·         SWOT analysis of zomato ·         Revenue model ·         Revenue graph and annual trend ·         Upcoming Strategies and Alternatives

Business Administration

ayushman dutta