Ppt on Promotion
Journal of Case Research
Volume III
Issue 01
Technology as A Tool for Turnaround: A Case of Scooter India Limited A. Sahay1 and Sanjay Mohapatra2
It was October, 2000, the siren blew at 2.30 pm and the employees of morning shift were leaving the factory after their duty. Dr. Sahay, Chairman & Managing Director of Scooters India Ltd. Looked through the glass window of his corner room and was wondering if he could make the company profitable and secure their jobs through infusion of home grown incremental technology. Can this incremental technology sustain in the long run. He knew the only way Scooter India Ltd. (SIL) could survive was to take an aggressive position in the market through new products and technologies but where to get the required technology? With liberalisation, the global technology developers/owners were no more interested in technology transfer. In-house as well indigenous collaborative efforts had reached their limits. Questions like what should be his strategy, will the strategy be the panacea for the problems the company would be facing in future were moving in his mind’s screen. He sought an answer, but only time will tell. About the company Incorporated in 1972, Scooters India Limited is an ISO 9001:2000 and ISO 14001 Company situated at 16 Km mile stone, South-west of Lucknow, the capital of Uttar Pradesh on NH No 25 and is well connected by road, rail and air. It is a totally integrated automobile plant, engaged in designing, developing, manufacturing and marketing a broad spectrum of conventional and non-conventional fuel driven 3-wheelers.
A. Sahay, Professor of Strategic Management and Chairperson Centre for Innovation and Entrepreneurship, Birla Institute of Management Technology, Greater Noida, India. Email: arun.sahay@bimtech.ac.in
1
Sanjay Mohapatra, Associate Professor, Xavier Institute of Management, Bhubaneswar, India Email: sanjay@ximb.ac.in.
2
Page | 1
Journal of Case Research
Volume III
Issue 01
Volume III
Issue 01
Technology as A Tool for Turnaround: A Case of Scooter India Limited A. Sahay1 and Sanjay Mohapatra2
It was October, 2000, the siren blew at 2.30 pm and the employees of morning shift were leaving the factory after their duty. Dr. Sahay, Chairman & Managing Director of Scooters India Ltd. Looked through the glass window of his corner room and was wondering if he could make the company profitable and secure their jobs through infusion of home grown incremental technology. Can this incremental technology sustain in the long run. He knew the only way Scooter India Ltd. (SIL) could survive was to take an aggressive position in the market through new products and technologies but where to get the required technology? With liberalisation, the global technology developers/owners were no more interested in technology transfer. In-house as well indigenous collaborative efforts had reached their limits. Questions like what should be his strategy, will the strategy be the panacea for the problems the company would be facing in future were moving in his mind’s screen. He sought an answer, but only time will tell. About the company Incorporated in 1972, Scooters India Limited is an ISO 9001:2000 and ISO 14001 Company situated at 16 Km mile stone, South-west of Lucknow, the capital of Uttar Pradesh on NH No 25 and is well connected by road, rail and air. It is a totally integrated automobile plant, engaged in designing, developing, manufacturing and marketing a broad spectrum of conventional and non-conventional fuel driven 3-wheelers.
A. Sahay, Professor of Strategic Management and Chairperson Centre for Innovation and Entrepreneurship, Birla Institute of Management Technology, Greater Noida, India. Email: arun.sahay@bimtech.ac.in
1
Sanjay Mohapatra, Associate Professor, Xavier Institute of Management, Bhubaneswar, India Email: sanjay@ximb.ac.in.
2
Page | 1
Journal of Case Research
Volume III
Issue 01