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Continuity in Change: Bhima Jewels’ Transformation Journey
內容大綱
Bhima Jewels (“Bhima”) was a household name in southern India, where the company had built up a loyal clientele spanning three generations over its 97 years in business as a retailer in the jewellery sector. In 2015, Abhishek Bindu Madhav, the grandson of the founder, took over the family-run business. He introduced professionalization, infused technology into the company’s practices, and notched up creditable successes in the early years of the transformation, including during the trying times of the pandemic. <br><br>However, now Abhishek must prove that this early success was not a fluke and provide the board with a blueprint outlining how Bhima could realize its ambition of becoming a national brand. Abhishek needs to determine which factors to consider for investment and focus on to successfully script the company’s Transformation 2.0.
學習目標
Students can obtain insights into how a family-owned-and-run business initiated a transformation of its operations into a professionally run outfit focused on creating customer and stakeholder value. Students will learn to <ul><li>Identify the considerations that would have swung the board’s decision to professionalize the company</li><li>Understand the differences between professionalization and corporatization</li><li>Understand the reasoning behind the segregation of core and noncore activities and its implications </li><li>Appreciate how the stakeholder theory underpinned the application of the transformation framework adopted in Phase 1</li><li>Evaluate the suitability of customer-first principles to enabling the company’s Transformation 2.0.</li></ul>