Dr. Suruchi Pandey and Dr. Swati Vispute
The case study revolves around the research and analysis conducted by Rosalin, an HR employee of a consulting firm. She worked around the existing employee referral framework and its current statistics to analyze the prevailing gaps and prepares recommendations to solve the same. Employee referral is considered to be the best source of recruitment among the sources of recruitment available to sourcing team. For various reasons it does not work for many companies.
It has always been a phenomenon that when market falls, investors in the stock market or market related mutual funds feel unhappy about their investments losing value. This will be more where investment productsrecommended carry a level of risk that is not appropriate to the risk profile of the investor. Asset allocation is supposed to be carried out in accordance with the risk profile of the investors. A well-diversified portfolio amongst debt and equity products in the proportion that matches the investor profile is the most appropriate approach.However, in Indian conditions where Wealth Management Services as a profession is not fully recognized by all corners, the asset allocation is being done more in an ad hoc manner and many of the Wealth Managers are not full-fledged professionals, for that matter. The following case is an instance where the asset allocation has not been done in its conventional style, either deliberately or accidentally. Surely, non- conventional style cannot be considered absolutely out of place. The approach of this Wealth Manager, who can also be considered the second protagonist in the following case study, is to design the allocation in a heuristic manner after a detailed analysis of the historical returns from equity mutual funds. He also understands that his products are riskier. He bets on the long-term and matches the time horizon more than depending solely on the profile-based analysis and asset allocation.
Dr. Manoj Joshi, Nitin Shankar, Dharmendra Pandey, Dr. Komal Malik, Dr. A. Dhiraj
Oriental Carpets a sixth-generation family business that was established by Ashok Mohan Baranwal (AMB), the legacy was carried on by his grandson, Brij Mohan Baranwal (BMB), who later migrated to Madhosingh, a city in the North Indian state of Uttar Pradesh. This leadership legacy was followed by his grandsons, Chandra Mohan Baranwal (CMB) and later on by Devendra Mohan Baranwal (DMB). Oriental Carpets manufactures and exports hand knotted carpets and ‘durries’ (rugs). It supplies its products to countries in Europe and also to the United States of America, giving employment to a large number of people. The firm’s key operations and marketing strategy are being handled by Eshwar Mohan Baranwal (EMB) and Gagan Mohan Baranwal (GMB), the two sons of DMB. All business-related activities are discussed, handled and operated jointly by family members. The firm produces and sells world-wide, though its strategy is still undefined and future growth path unclear. The firm which has largely focused on exporting remains weak as a domestic player and this is where the conflict between Gagan and Eshwar arises. In a world that is fast changing, dominated by volatility, uncertainty, complexity and ambiguity (VUCA), does it make sense to focus on the global markets or develop a foothold in the domestic market, where the demand isstrong and growing?