Abstract
We take this opportunity to welcome the academic community and practitioners to benefit from the first issue of Emerging Economies Cases Journal (EECJ). It takes efforts to start a journey, and we have made a humble beginning. We are fortunate to have cases written by both academicians and practitioners in the first edition. Even more heartening is the fact that many cases have both industry and academic authors who have collaborated to provide balanced perspectives.
The first edition has six cases. The first case deals with the leadership competency framework of Asian Paints. It provides a glimpse of leadership culture and how the culture gets reflected in all human resource functions. The second case on JagRover places the dilemma before readers to choose between investing in new technology and its cost and competitive advantage perspective. The case provides ample data for analytical thinking and can be used for strategic decision making, along with capital budgeting topics in Finance. The third case on Kooda Collection presents another opportunity for readers to look at the viability of a new idea. However, the segmentation, targeting and positioning narrative of the case makes it a right candidate for an introductory marketing class. The case also presents data to analyse and make logical decisions. The fourth case on LokSuvidha provides the classical dilemma of growth strategies of a firm. This case is also valuable because it tries to develop a profitable business model out of the bottom of the pyramid customers. This aspect is unique and befitting to emerging economies. The dilemma makes readers ponder over expansion based on scope or scale. The fifth case on Max India group provides a glimpse of creating a corporate culture of providing the best service quality. The last case on Rebranding of NewsHunt puts forth the dilemma of differentiation in a growing market with intense competition. Together, we feel the six cases chosen after a rigorous blind review process provide enough diversity of cases from the emerging economies.
We also take this opportunity to thank all the authors who submitted their cases for the inaugural issue. We also congratulate the authors of cases who were finally selected for this issue. We also would like to thank the editorial review board members of EECJ. They have provided much-needed guidance in starting a new cases journal. We are privileged to have Prof. Dheeraj Sharma, Director IIM Rohtak, who envisaged the idea of the case journal and was instrumental in getting SAGE on board. We look forward to his continued dynamic leadership in scaling up future issues. We are deeply indebted to the reviewers who provided constructive and timely feedback. Their efforts have significantly improved the original manuscripts. Last but not least, we thank the entire faculty and staff of IIM Rohtak, who have worked hard to make this case journal a reality.