|
CASE : Coolex
Southern comfort was the most-happening South Indian restaurant in town. Its teak-and-ersatz banana-plants decor was appealing; the food, authentically South India; and the service, excellent. Still, food was the last thing on the mind of T.R. Jagmohan, 46, the stubby, balding CEO of the Rs.620-crore Coolex the country`s No. 1 air-conditioner manufacturer.
However, it seemed to be the only thing that mattered to Jagmohan`s tablemate, Ashish Mahapatra, 40. Yes, this was one of the foremost strategy thinkers in the world, a professor at the University of Southern California, who was in the country on a lecture-tour. The lunch was Jagmohan`s idea, but he had warned his friend from B-school that it wasn`t to talk about old times. He watched with growing impatience as Mahapatra polished off the last of his adai, a pancake made of pulses.
"Some exercise for the brain after a good meal, I guess,: sighed Mahapatra. "You want to pick my brains about strategy-planning. Tell me."
------------------ Preview not available----------------------
Questions
1. How should coolex evolve its strategy? Should it continue with the conventional approach, with its focus on the external environment, in the face of potential competition? Is there an alternative to the traditional approach to strategy formulation?
Preview not available
2. How Coolex been able to identify it “core competencies” ? is it feasible to link strategic planning at Coolex with its core competencies?
Preview not available
3. Are the managers at Coolex asking the right question? What should be the road map for Jagmohan and his team?
Preview not available
|