This case follows the situation arising from the difficulties faced by Rakesh Sharma while trying to expand the market reach of his entrepreneurial venture, Om Technologies. Sharma had established a team of competent and skilled professionals whose joint efforts were able to design, develop, manufacture, and offer a range of products in industrial robots and automation-related machinery, along with providing related maintenance services. However, he was experiencing challenges in marketing and branding the business. The case also reflects on the importance of balancing excellent products and services with effective marketing. This case explores critical concepts in entrepreneurship, strategic planning, and crafting a suitable marketing strategy.
In August 2020, Sterlite Copper, a mining company in India, was shut down for good by the Madras High Court following a lengthy legal battle with the local Indian community, who accused the mine of environmental pollution. This verdict was a blow for Anil Agarwal, the executive chairman of the mine’s parent company, Vedanta Resources Limited (VRL), because the mine’s closing not only caused serious economic losses but also damaged VRL’s reputation around the world. Subsidiaries of VRL had successfully operated in Ireland and Australia—both developed economies—but had faced strong opposition in developing economies such as Zambia, Namibia, and India. Although VRL publicly advocated for corporate social responsibility and had received awards for its sustainability practices, the company continued to experience a lack of social consent from the local communities surrounding its operations in developing countries. Why was VRL failing in those countries despite its profitable operations? Were there cleaner and more efficient ways of extracting minerals to improve the company’s sustainability? Or were there other environmental, social, and governance factors that made mining difficult in developing economies?
Since its inception in 1994, Sterlite Copper (Sterlite), a subsidiary of UK-based mining and metals conglomerate Vedanta Resources plc, had encountered many controversies. Sterlite’s difficulties included accusations of manipulative compliance practices, legal issues arising out of land acquisition, gas leaks, and the depletion of the environment around its plant in Thoothukudi (also known as Tuticorin) in the Indian state of Tamil Nadu. Sterlite planned to expand and double its copper production, but various stakeholders raised concerns regarding alleged misconduct by the company and the adverse impact of its actions on the lives of the community surrounding the plant.<br><br>In May 2018, these agitations took a violent turn. The public protest led to the death of 13 citizens, and the events attracted negative media exposure. As Sterlite awaited Madras High Court’s ruling which was due in August 2020, the possibility of the plant’s permanent closure seemed likely.<br><br>While Sterlite Copper had been an organization of national importance, contributing to the GDP and creating employment, it suffered from adverse community opinion of allegedly being unethical while remaining in the realm of legality. The entire incident had Sterlite fighting more for its image than its environmental and legal positions. What had gone wrong for Sterlite by August 2020?
The Friends of Western Buddhist Order, an organization dedicated to spreading the teachings of Buddha in modern context, started a giftware company called Windhorse, with a two-part vision of making work a context for spiritual growth and raising money for charity. After operating for more than 20 years, Windhorse experienced challenges in keeping up with its rapid business growth. To bridge this gap, the company recruited non-Buddhists to the organization; however, many of the Buddhist members felt that the purpose and meaning that had bonded the members to the organization was fading. As a result, an increasing number of Buddhists started leaving the organization, while many new members were unwilling to work for the low remuneration. Was it viable for such a value-based organization to continue to pursue financial prosperity?
Two female small-business entrepreneurs belonging to the poorer sections of rural and urban India were trying to arrange for funds in order to ensure the viability of their commercial ventures in the long term. They had formed self-help groups with the help of Indian government development schemes aimed at poverty alleviation and human development. The first woman experienced opposition not only from patriarchal village elders but also from her own family. She persisted in getting training and setting up a workshop to employ her female neighbours. The second woman was supported by her family but also had trouble finding a suitable venue for making and selling the work her group produced. In spite of government support and the allocation of funds to their enterprises, both women had trouble persuading the banks to loan money to them. The long-term viability of their groups was thus in doubt.