學門類別
最新個案
- Leadership Imperatives in an AI World
- Vodafone Idea Merger - Unpacking IS Integration Strategies
- V21 Landmarks Pvt. Ltd: Scaling Newer Heights in Real Estate Entrepreneurship
- Snapchat’s Dilemma: Growth or Financial Sustainability
- Did I Just Cross the Line and Harass a Colleague?
- Predicting the Future Impacts of AI: McLuhan’s Tetrad Framework
- Porsche Drive (A) and (B): Student Spreadsheet
- Porsche Drive (B): Vehicle Subscription Strategy
- TNT Assignment: Financial Ratio Code Cracker
- Winsol: An Opportunity For Solar Expansion
Sterlite Copper: Profit Versus Public Health
內容大綱
Sterlite Copper (Sterlite), owned by Vedanta Resources Limited (Vedanta), was one of three major copper plants in India. However, the plant had been the subject of controversy and public protests. The people residing in Tuticorin, where the plant was located, considered Sterlite to be a major contributor to the air and water pollution in the neighbouring area. In light of the latest public protest on May 23, 2018, which was supported by several national and international non-government organizations, human rights activists, and Tamil solidarity groups, the Government of Tamil Nadu ordered a permanent shutdown of the plant. Since the plant contributed around 5 per cent to Vedanta’s operating profit, the closure of the plant not only threatened the earnings and profitability of the parent company but also damaged its brand image. The plant was a major source of copper for over 400 small and medium-sized industries in its downstream value chain. The closure of the plant put at risk the jobs of a large number of employees, which Sterlite supported both directly and indirectly through its value chain. What should Vedanta do in such a hostile environment?
學習目標
This case explores the various market and non-market strategies that Vedanta could adopt to restore its profitability and improve its brand image. This case is intended for use in graduate-level courses on business environment and strategy that cover topics such as the market and non-market environments, the 4Is (i.e., issues, institutions, interests and information) or the (ia)3 framework, the distributive politics worksheet, and non-market strategies. After working through the case and assignment questions, students will be able to<ul><li>• understand the difference between the market and the non-market environment;</li><li>analyze the non-market environment using the (ia)3 framework;</li><li>describe the structured pluralism approach to public policy;</li><li>explain the determinants of demand and supply for certain non-market actions; and</li><li>use the distributive politics worksheet to predict the likelihood of exercising a particular non-market action.</li></ul>