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Bigship: Strategic Issue Management during COVID-19 Crisis
Bigship Technologies Pvt. Ltd. (Bigship), an Indian courier aggregator start-up, made its mark in the industry as late entrant during the COVID-19 pandemic. In October 2023, the chief executive officer and co-founder was struggled with emerging issues during internal and external crises: The company’s employee attrition rate had reached 100 per cent, customer loyalty was in question, and rising levels of fraud were putting pressure on profitability. To add to these problems, another co-founder had sacked all of the company’s marketing staff due to disciplinary issues. With a plethora of problems, the CEO and her team now had to determine whether to focus first on tackling internal issues or aggressively follow growth volumes. In which direction should they steer the company’s strategy? -
Neha Enterprises: Turning the Tide with Strategic Choices amid Trading Decline
In January 2024, the chief executive officer (CEO) of Neha Enterprises (NE), based in Meerut, India, faced challenges in operating his custom pipe-trading business due to declining profitability and resource constraints. NE was a customized pipe trading and manufacturing company that, over the last 30 years, had focused primarily on resolving customers’ problems through customization, precise cutting, and finishing of pipes. It had 900 small and 10 large, specialized customers. After the COVID-19 pandemic strained profit margins, the CEO was exploring new avenues such as offering contract manufacturing for gym equipment, e-rickshaws, and wall beds. Contract manufacturing provided profit margins that were much higher than those earned through traditional pipe customization, but the CEO quickly realized the risk of juggling both a traditional trading business and contract manufacturing. Now, he had to decide whether to disengage from the customized pipe business or continue with contract manufacturing. Should the company standardize or reduce its trading portfolio, form a new contract manufacturing firm, or focus on serving a few medium and large customers?