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Human Resource Management
Case Studies
This case discusses software design and development company Menlo Innovations’ (Menlo) approach towards project management
and innovation. Menlo’s founder and president, Richard Sheridan (Sheridan) established the company in association with his
colleagues based on Thomas Edison’s Invention Factory. Sheridan advocated the use of project management during software
implementation. Menlo adopted agile project management practices namely extreme programming that helped it simultaneously run
several projects successfully. This required employees to work in pairs encouraging knowledge sharing and learning from each other.
Similar to Edison’s Invention Factory, the culture at Menlo was characterized by an open, flexible, and a collaborative working
environment. The case is about Menlo’s flexible workplace practices that helped it in curbing attrition and employee retention while
its innovative approach to project management encouraged employee engagement and led to innovation. However, a few analysts
opined that it remained to be seen whether Menlo’s flexible workplace approach could also be applied in a corporate environment.
Answer the following question.
Q1. Explain how Sheridan and the other co-founders at Menlo fostered innovation at the company.
Q2. Discuss the significance of project management in the success of a company.
Q3. Discuss the challenges faced in implementing such a system in a corporate environment.
Phones 4u is the UK’s leading independent mobile phone retailer for the youth and value segments, offering all networks and handset
brands, and is recognized for its success in engaging with these audiences through its unique standout marketing, social media
activity and through offering a market leading smartphone range. Leading the way in the mobile industry through its excellent
customer service, award-winning advertising and differentiated in-store experience, Phones 4u has over 500 stores and is still
growing. Phones 4u known for running the largest Ofsted accredited retail apprenticeship program in the UK. Significant investment
in the training and development along with a unique in store customer consultation process means Phones 4u delivers unrivalled
mobile expertise and advice tailored to individual customers’ needs. As a result, one in four new contract smartphones sold on the
high street are through Phones 4u. Due to a period of exceptional growth, the need arose to fill a number of vacancies in the South
HR team. It was imperative that the candidates recruited to these positions were an ideal fit in order to contribute to the continuing
success of the company. After briefing several agencies, Hudson HR stood out as the only consultancy able to deliver exactly what
was required. Essentially they needed a relationship that was built on trust and assurance of successful and sustainable delivery. Just
as crucial was a complete understanding of the client’s requirements on the recruitment consultancy’s part, not just of the company
and job roles, but also the team fit of both candidates into the current Phones 4u team. The initial contact with the Hudson HR
consultant proved fruitful – an instant rapport was created, which developed into a successful working relationship following faceto-
face meetings. Phones 4u felt from the start of the process that we really understood their needs which in turn helped us stand
apart from other agencies. The Hudson HR consultant took considerable care in ascertaining exactly what was required, whilst
finding out about the HR business partner herself, the team dynamic, team capability and how the team operates. Having all the
information and being diligent paid dividends; time was taken by Hudson HR to meet potential candidates and thoroughly establish
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culture and team fit, as well as the relevant work skills and experience. Hudson HR also impressed by being constantly accessible –
consultants ensured that they were always available on their mobiles and continually kept all parties informed. It was also felt that
Hudson HR struck the right note with regard to approach; having avoided the “too pushy” method. On top of that, it was clear to
Phones 4u that we truly had their interest at heart. The end of a successful and enjoyable recruitment process saw a number of people
placed at Phones 4u who are all still there today and are excelling in their roles.
Answer the following question.
Q1. Give an over view of the case.
Q2. How did he multiple vacancies for recruitment exist in Phone 4 u? Discuss the recruitment procedure adopted by
Phone4 u company.
General Energy is start-up oil and gas company, the global HR Director, who is based in Turkey was keen to recruit an HR and
Reward Manager to be based in the London office. The role is fairly unique as the ideal candidate required a strong reward
background with some HR generalist experience. Given the uniqueness of the role, the Global HRD was not sure exactly what
background and career path the possible candidates might have taken. She initially pitched the role between £50-£100k. The client
was aware of Hudson as we are the preferred supplier with the previous organization she worked for – Thames Water. We agreed that
we would work on this role on an exclusive basis and dedicate the time fully to finding the right candidate. As this was a brand new
role within a start-up company we suggested to the client that we would send CVs of candidates at various levels to enable the hiring
manager to assess the level and experience required. Filtering through CVs, the hiring manager was able to identify the type of
individual from a technical and cultural perspective that would suit the organization. We agreed that a candidate at the more senior
end was required as this role would need a candidate who has experience of designing and implementing reward projects. We did
offer a candidate the role but unfortunately the candidate was not confident in moving to a start-up organization. We however did
find another candidate who had previous oil and gas and start-up experience who was a better fit for the role. The candidate accepted
the offer and has enjoyed joining General Energy.
Answer the following question.
Q1. Debate the difficulties being faced by the organization in recruiting a reward manager.
Q2. Explain the selection procedure used in the recruitment of HR and Reward Manager.
On May 29, 2009, the Emeryville, California-based computer animation Production Company Pixar Animation Studios (Pixar)
released its tenth feature film, Up, which was billed to become a hit like all its earlier nine films. Experts felt that Pixar’s
unprecedented success was due to the culture of innovation developed and nurtured at the company. They felt that its internal
training and employee education program, Pixar University, was one of the devices that the company employed to take forward its
innovation agenda. Making the shift from an idea-centered business to a people-centered business was another.
Answer the following question.
Q1. How, according to you, does the Pixar University help foster creativity and innovation at Pixar?

Marketing Management
Case Studies
In early 2001, Gujarat Cooperative Milk Marketing Federation (GCMMF) planned to leverage its brand equity and distribution
network to turn Amul2 into India’s biggest food brand. Verghese Kurien, Chairman of GCMMF, set a sales target of Rs.10 bn by
2006 as against sales of Rs 2.3 bn in 2001. In 2001, GCMMF entered the fast food market in India with the launch of vegetable
pizzas under the brand name SnowCap in Ahmedabad, Gujarat. GCMMF was also planning to launch its pizzas in other western
Indian cities like Mumbai, Surat, and Baroda. Depending on the response in these cities, GCMMF would decide to introduce its
pizzas in other cities in India. The pizzas were offered in four flavours: plain tomato-onion-capsicum, fruit pizza (pineapple-topped),
mushroom and ‘Jain pizzas’ (pizzas without onion or garlic). GCMMF launched the pizzas in the Rs.20-25 price range. The existing
players in the pizza market, like Domino’s, Pizza Hut and Nirula’s offered pizzas at nothing less than Rs.39. Analysts felt that
GCMMF’s move would force the existing players to reduce their prices in the long run. GCMMF planned to open 3,000 pizza retail
franchise outlets all over the country by 2005. The pizzas would be made at the retail outlets. The technical training and the recipe
for the pizza would be provided by GCMMF. It would also negotiate with bulk suppliers of vegetables to get these at wholesale
rates. These would be provided to the retailers. The main cost component of the pizza is the mozarella cheese. GCMMF would offer
the cheese at a bulk rate of Rs.140 per kg, compared to the market price of Rs 146 per kg, thus saving the retailers Rs.6 per kg.
GCMMF on its part would have a ready market for its cheese products.
Answer the following question.
Q1. Give an overview of the case.
Q2. Explain in detail the diversion strategy of Gujarat Cooperative Milk Marketing Federation (GCMMF), “Amul”.
The very first major move which Paul S. Otellini took, after becoming the new CEO of Intel Corporation, was changing the
company’s 16-year old logo. The change was not only in the tag line but also in the famous Intel’s “dropped-e” corporate logo. The
company was the market leader in its microprocessor segment and the famous tag line, ‘Intel inside’, was closely associated with its
success. A sudden shift from its year-old and well known corporate logo to a new one, was quite unlikely Intel. Moreover, the
company was planning to diversify to other businesses, apart from its core PC segment, thus, decided to change from ‘Intel Inside’ to
‘Leap Ahead’. There were many instances where companies had changed their corporate logos and also succeeded in maintaining
their images in the market. This case allows room for discussing whether Intel has made the right move or not.
Answer the following question.
Q1. Discuss the new marketing initiatives taken by Intel.
Q2. Debate on whether this initiative would help Intel to succeed in future.
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Mr. Harish Jain, CEO of Energetic Enterprises, has established the firm for the manufacture and marketing of an innovative product.
The firm earned a reputation of its product within two years of its inception and enjoyed monopoly position in the market for its
product. Now it has a turnover of about Rs.80 crores. Three years back, some firms entered the market and offered cheap substitutes
which were of better quality. This year, Mr. Harish Jain is worried because about 40% of the market share has already been taken
away by the new firms and he is not able to check this trend. Mr. Jain has been looking after both production and marketing
functions though finance is being looked after by a finance manager having a professional degree in chartered accountancy. Mr. Jain
has recently lowered the price of his product to fight competition, but even this has not helped. He has now approached you for
advice to stabilize his sales volume.
Answer the following question.
Q1. Analyze the case.
Q2. Identify the strong and weak points of this case.
Q3. What environmental factors have caused a worry to Mr.Jain?
Q4. As a consultant, what strategies would you suggest to check further fall in market share?
M/s SKYLINE Airlines is a large scale diversified group, since 1980. Due to recent global economic challenges Company is facing
problems with customer orientation. The firm is having declining sales & very few new customers. You have been asked to do the
best in this situation as the Marketing manager for the company
Answer the following question.
Q1. How to coin marketing concept of this company to boost sales?
Q2. What will you do to increase the customer’s base and retain old customers?
Q3. Draft a procedure for grievances.
Q4. Redesign a customer service process.