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Jaipur Group: A Management Control Journey
- By: Suresh Kalagnanam , Sumit Mitra & Margie Parikh
- Publisher: Institute of Management Accountants
- Publication year: 2016
- Online pub date: May 08, 2017
- Discipline: Management Control Systems , Accounting Theory
- DOI: https:// doi. org/10.4135/9781526426376
- Keywords: carpets , head offices , management control , management control systems , metrics , rugs , weavers Show all Show less
- Contains: Content Partners | Teaching Notes Length: 3,904 words Region: Southern Asia Country: India Industry: Manufacture of textiles Originally Published In: Kalagnanam , S. , Mitra , S. , & Parikh , M. ( 2016 ). Jaipur Group: A management control journey . IMA Education Case Journal , 9 ( 2 ), Article 1. Organization: Jaipur Rugs Company Private Limited Type: Direct case info Organization Size: Medium info Online ISBN: 9781526426376 Copyright: © 2016 IMA Educational Case Journal. All rights reserved. More information Less information
Teaching Notes
Supplementary resources.
The case is unique in two respects: (1) JRCPL has a strong social mission in addition to its business mission. In fact, the mission and vision statements suggest that the social mission is relatively more important, and (2) the business model is unique in the sense that weavers are not employees and the manufacturing activity takes place at the grassroots level. The focus of this case is to develop a formal management control system (MCS) in an effort to balance the two potentially competing missions. Of particular importance is the development of mechanisms to enhance communication between the weaver base and office personnel, increase weaver engagement, and measure performance. Students are required to think of several elements of a management control system, including budgeting, performance measurement, action controls, and personnel controls.
Introduction
“Sir, my company’s founder would like you to visit our company,” said Ms. Swati Ponnala to Professor Vince Klassen who, in early 2014, made a short presentation on management control systems (MCS) to a group of 25 women working in the social enterprise sector. These 25 women were participating in a week-long management development program (MDP) conducted by a reputed management institution in southern India. “Your presentation was so impressive that I have already talked to my founder about it,” she added. Two weeks later, Professor Klassen was sitting face to face with Mr. N. K. Chaudhary (Mr. NKC), founder of Jaipur Rugs (www.jaipurrugs.com), headquartered in the city of Jaipur in western India. Mr. NKC was dressed informally, defying the stereotypical image of the founder and chief executive officer of a company with approximately ₹1.2 billion in sales revenues (about $18 million). 1 “Welcome, professor,” said Mr. NKC, as he greeted Professor Klassen at the entrance of the main office. “Wow, this man is very humble, and he appears to possess decades of life experience. What will I be able teach him that he does not already know?”
Jaipur Rugs
Mr. NKC, who hails from a small village in western India, started a carpet weaving business in 1978 with the intention of empowering underprivileged rural women of India to build their self-esteem and to enable them to provide for themselves and their families. To this end, he developed a unique business model by training individuals in rural communities to become skilled weavers of high-quality area rugs. The company was established as Jaipur Carpets in 1999 and renamed Jaipur Rugs Company Private Limited (JRCPL) in 2006; its formal vision and mission are stated below: 2
We look upon business not merely as a source of income or profit, but as a way of life, as a medium for putting our talents to good use, while at the same time affording us an opportunity to be of service to the community. Profits will follow. Let us remember that profit is not just a set of figures—but of values.
“Service to the community” is our motto. Our company strives towards this focused direction to make the society grow hand in hand with our own growth and prosperity. We ensure that the need of our customers is matched by the skill of our weavers.
JRCPL is built on a foundation of six core values: empathy, simplicity, honesty, integrity, transparency, and commitment. Its philosophy may be stated as follows: “We believe (1) in the transformative power of beauty of the product, (2) in the importance of relationships, (3) in providing value to customers, (4) in the role of social responsibility, (5) in developing the full potential and consciousness of our people, and (6) that there’s always room for improvement.” Over the past decade, the company’s sales grew 630%, and its profits grew 850%.
At the time of writing this case, JRCPL had reached out to approximately 40,000 artisans with 7,000 looms; the artisans reside in 600 different villages spread across five states. More than 80% of the artisans are rural women belonging to the lower end of the social hierarchy, a significant portion of them lacking any formal education. The caste system is an integral part of the social fabric in India, and most of the weavers belong to what is considered the “lower caste.” Additionally, women, especially married women, are bound by customs and traditions that restrict their mobility. For example, they seldom interact with a male member of the community who is not part of the family. Additionally, they often cover their faces with veils when they are outside of their homes. These cultural norms pose human resource challenges in terms of training, career development, and communication in general.
A significant aspect of the business model is that the weavers are not employees of the organization. Instead, they are independent, skilled artisans who get paid for the work they do based on a predetermined compensation formula. This means that they are bound to JRCPL only through their loyalty, a personal sense of obligation, and mutual trust established between them and the founder.
The handmade carpet industry provides an excellent option for nonfarm employment in rural areas, provides equal opportunity to women and the underprivileged, controls migration to urban areas, and causes minimal harm to the environment.
Organization Structure
Jaipur Group consists of three main entities: (1) Jaipur Rugs Company Private Limited (JRCPL), located in Jaipur, India, (2) Jaipur Living, Incorporated (JLI), located in Atlanta, Ga., USA, and (3) Jaipur Rugs Foundation (JRF), located in Jaipur, India. Figure 1 illustrates the relationship among the three entities (JRCPL, JRF, and JLI). Several family members are actively involved in the business, as mentioned below. 3
JRCPL manages all elements along the value chain right from procurement to final sale. The corporate office of JRCPL houses the administration, finance, human resources, information systems, design, and purchasing functions. Mr. NKC’s youngest daughter heads the design function, and one of his two sons looks after business development. Manufacturing takes place in 600 villages spread across five states, and is enabled by 17 branch offices that are also spread out so that branch personnel are in close proximity to the artisans. Mr. NKC’s brother-in-law, who has been associated with the business for decades, is believed to know everything there is to know on the manufacturing side of the business. All of the raw wool is procured through Bikaner Wools, which is run by another brother-in-law of Mr. NKC. JRCPL also manages a showroom for final products in Delhi (International Home Deco Park—IHDP).
JLI was originally incorporated as Jaipur Rugs, Incorporated in 1999 and renamed in 2016. JLI is the marketing arm of the Jaipur Group that manages the marketing, sales, and distribution in the United States, and is the major consumer of JRCPL’s products. Mr. NKC’s two older daughters manage the U.S. operations.
Jaipur Rugs Foundation (JRF) was registered as a not-for-profit organization in 2004, and works hard to empower the artisans by elevating them from the grassroots level to become entrepreneurs. This is JRF’s enterprise development activity. 4 JRF invests in its artisans and their families by providing direct skill development to the artisans as well as education on best practices in carpeting, offering alternative education programs (AEPs) that focus on providing functional literacy, and focusing on health, sanitation, and other areas of what Vijay and Prabhu (2013) call social development. JRF has also considered establishing community mobilization initiatives in order to minimize social evils often faced by the marginalized section of the population. In this regard, Tyagi states: 5
By undertaking proactive activities for their [sic] global supply chain, JRF wishes to ensure that the people (social cohesion) not only get assured income (social capital) staying in their own villages but are also assured of good quality of life through enhanced skills of existing and potential artisans to enable them to meet the market demand; and eradicate exploitation, institutionalize fair trade practices in carpet industry and develop conducive environment for people to get attracted towards carpet making as an occupation.
In the last six years, JRF has won numerous awards for its contribution to society.
Although Mr. NKC’s wife is not active in the business, she plays the important role of mentor to the weavers who visit the head office as part of the weaver engagement program (discussed below). Both Mr. NKC and his brother-in-law have learned through on-the-job experience.
Manufacturing and Distribution
JRCPL’s main products are rugs that vary in weave style (e.g., tufted or knotted) and material (e.g., wool, silk, and cotton). While a tufted carpet lasts for about five years, a hand-knotted one can last for up to 100 years. The price differential between the two types of carpets is also significant—about $2 per square foot for a tufted carpet vs. $25 per square foot for the hand-knotted carpet. Recently, JRCPL has also started producing pillows and poufs.
JRCPL takes the necessary materials to the weavers’ doorsteps so that the artisans are not required to travel outside of their dwellings to begin the day’s work. The production process may involve a single weaver or a “village factory” comprising up to 12 weavers working together. The company pays close attention to quality, process efficiency, and costs. Since the job is performed manually, the artisan’s understanding of the entire weaving process is critical, and it is also important that they continue to develop their weaving skills. Therefore, the development of weaver skills assumes strategic importance.
The lead time for hand-knotted carpets is between six and eight months, including approximately two months of actual weaving time. The remaining time is consumed by other processes in the supply chain as well as waiting time. Figure 2 illustrates the steps (elaborated below) involved in the supply chain from order receipt to final delivery for a handmade wool carpet. 6
- 1. Customer Order : Each order that is received from the customer, typically via JRI if it is an export order or from IHDP if it is a domestic order, is entered into the system.
- 2. Carpet Map : The customer’s needs are translated into design specifications; the “map” is a visual of what the finished carpet will look like.
- 3. Job Card: In this step, a bill of materials is prepared for the order received; this bill of materials includes all the main raw materials that will be required to weave the carpet.
- 4. Production Planning : This step involves identifying the branch to which the order should be sent and is carried out in consultation with the branch managers. Once the branch has been identified, the branch personnel decide which weaver (or group of weavers) will weave the carpet. This decision is based on the skill levels within the weaver group as well as their previous experience working with similar designs. All the raw materials and the looms are supplied to this location.
- 5. Production : This step starts with weaving, followed by repairing, finishing, and washing. Parallel to this step is the preparation of the raw material, including procurement, carding, spinning, dyeing, and spooling, all of which transform the raw wool into yarn (to make the carpet). The raw material preparation is not specific to an individual order—wool is usually purchased in large batches.
- 6. Packaging : The customer’s order is packaged and ready for shipping.
- 7. Transportation : The order is shipped to the customer. Usually, international orders are transported using a shipping company; only urgent orders are transported by air.
The raw material preparation process for wool begins with a step known as carding, which consists of separating the individual fibers. This process removes any impurities present in the wool. The next step is spinning the wool into yarn. Both carding and spinning are key to the quality and ease of weaving. The yarn is then transported to the inventory warehouse. Coloring of the wool is outsourced to a local dyeing center. (All outsourced steps in the process are represented in ovals in the illustration.) The dyed wool is then spooled to create small rolls of wool that can be easily transported to the weaver’s location; these rolls of wool are used by the weavers to make the carpet.
Because most of the weavers are illiterate, the carpet map is an important support document. It allows the weavers to see a replica of the carpet on paper. The woven carpet is far from being ready to be shipped to the customer as is. After being transported to the branch office, every woven carpet is sent to the closest independent repair center. Personnel at the repair center measure the size of each carpet and visually inspect the carpet to check how well it matches the design (pattern) and color as identified in the carpet map. Following the inspection, repair center personnel rework the carpets as necessary. The carpets are then transported (outsourced) to a finishing center for the purposes of finishing and washing. The finishing process includes trimming the carpet to ensure that excess bits of wool, thread, and other materials are removed and accentuating highlights of the design. Cleaning is done using chemicals that prevent stains and soiling. The finished products are then packaged and shipped to customers.
Two factors of importance to customers are quality and timeliness, and these are areas where JRCPL is facing some challenges (see Tables 1 and 2 for details covering all branches exclusively dealing with hand-knotted carpets). These numbers are disturbing for management because of their potential impact on revenues, costs, and profitability.
The branch manager is a key liaison between the corporate office and the weavers. He or she coordinates with village leaders, including quality supervisors and Bunkar Sakhis (weaver companions). These individuals are long-time weavers with significant experience and a good understanding of the weaving process and the carpet specifications.
The founder believes that the weavers and customers are the two most important stakeholder groups and must be treated equally. All other personnel of the JR group (including its three entities) exist to serve the two stakeholder groups. Sales managers or sales representatives (on the customer side) and branch managers or quality supervisors (on the weaver side) serve the two groups in a more direct manner.
Management Control Systems
Professor Klassen was unsure of what systems and processes existed at JRCPL. “This will certainly be an interesting learning experience,” he thought to himself.
Professor Klassen’s first question to the founder was “Is this a business or a social organization?” He knew that the answer would be, “It is both,” and he was ready with his follow-up question: “Which comes first?” Professor Klassen recognized that for Mr. NKC, both the business and social aspects were important, but also sensed that the social mission was relatively more important than the business mission. He was unsure, however, if Mr. NKC’s family members and the other members shared his concerns about the social mission.
During this visit, Professor Klassen met with a number of young individuals, many of them with graduate business degrees or other professional qualifications (e.g., Chartered Accountant). For some, this was their first job. Mr. NKC had hired them to modernize the business by establishing formal systems and procedures in several areas, including operations, human resources, management information systems, accounting, and finance. It is also important to note that many of these professionally qualified young employees were from urban backgrounds with little or no exposure to rural lifestyles.
The annual budgeting process lasts for three months and consists of three steps. First, the sales department, located at JRCPL’s corporate office, forecasts on a monthly basis revenue for the next year. These forecasts are developed based on historical performance and information received from JRI, from attending trade fairs held in various parts of India to phone and e-mail correspondence with existing and potential buyers and other outreach programs.
Second, based on the sales budget, production and raw materials budgets are prepared by the respective departments. Similarly, support departments, like design and development, information technology, accounts and finance, administration, enterprise resource planning (ERP), and human resources, prepare their budgets, which include planning for new initiatives, projects currently in progress, new systems, and new workers. Individual departments develop their budgets under the leadership of the respective heads.
Third, actual performance is compared on a monthly basis with the budget. This analysis often resulted in action plans developed to address significant variances, including identifying one or more point persons to implement the action plans. Additionally, the monthly review helped in revising the monthly budgets if necessary.
Performance Measurement
JRCPL is in the process of developing a basic balanced scorecard (BSC) performance measurement system that includes key performance metrics for the functional areas of sales, production, supply chain, administration, ERP, and accounting. The metrics will be tracked and reported on a monthly basis and used by department heads and directors to review performance. At the time of writing this case, JRCPL had not decided whether three separate BSCs (one for each entity) or a single overall BSC would be developed. Senior management, however, discussed a preliminary template, which included the following points:
- 1. The scorecard will include a maximum of eight key performance indicators (KPIs) spread across the four generic BSC dimensions of financial, customer, internal process, and learning and growth.
- 2. The weight assigned to each scorecard dimension may be unequal, but the minimum weight will be 10%. Each KPI will be assigned a minimum weight of 10%.
- 3. Performance assessment will be done by both the individual being assessed (self-assessment) and the reporting manager.
- 4. A percentage system will be used to rate each individual’s performance rating and this will be used to compute an overall score between 1 (low: less than 85% achievement) and 5 (outstanding: at least 120% achievement).
Senior management has expressed an interest in linking nonnegotiables with the key performance metrics when evaluating the performance of individuals. A nonnegotiable is a core value that simply cannot be compromised.
At the present time, there is no performance-based compensation system for branch and head office personnel except for new recruits after they complete six months (this is a just a one-time incentive). Similarly there are no incentives in place for branch personnel and staff of the foundation (i.e., JRF). Yet challenges with respect to quality and lead time have led to the development of a new weaver engagement program to make weavers aware of their capabilities and inspire them to weave carpets with creativity and an “owner mindset.” The objectives of this program are:
- 1. To listen to the voices and struggles of our weavers and ensure that they are solved in time,
- 2. To create awareness of the founder’s life, members of Jaipur Rugs Family, and the values of founder and Jaipur Rugs,
- 3. To create awareness about the importance of mindfulness (health) and learning attitude (skills) to face all of life’s problems and how Jaipur Rugs is providing sustainable livelihoods to people in the lower caste of Indian society who would otherwise be unemployed, and
- 4. To communicate the key thoughts and behaviors from the life journey of our founder from 1978-2013.
The company also implemented a new weaver incentive plan to motivate weavers to take responsibility for quality and timeliness.
Going Forward
Professor Klassen knew that JRCPL was keen on achieving significant growth going forward. He believed that it was important for JRCPL to sort out its business vs. social mission dilemma, particularly since the founder was considering taking a step back to let members of the younger generation assume the responsibility of running the organization. Would they buy into his mission? More importantly, how seriously would they be about supporting JRCPL’s mission?
Although this was going to be an important decision for JRCPL, Professor Klassen wondered, for the purposes of developing a MCS, if it really mattered which mission was relatively more important. Would the budgeting process be different, depending upon which mission was considered as being relatively more important? Would the key performance metrics be different? Should they be different? How should JRCPL balance the performance metrics to ensure that the right emphasis is placed upon each of the two dimensions of the mission? Finally, he wondered about the complexity associated with implementing the new weaver engagement program.
Professor Klassen believed that another important issue was the integration of JRCPL’s corporate office personnel with those at the branches and with the weavers. This was important for two reasons. First, weavers are independent artisans, so maintaining a high level of trust between them and the company is absolutely critical. According to Mr. NKC, achieving integration required that the “thinkers” at the head office and the “doers” at the scene of action can understand and empathize with each other. It was also important that both groups were willing to learn from each other; this required a sense of receptivity toward each other in an effort to bridge the currently existing gaps.
Professor Klassen found the idea of empathy rather interesting and wondered how this could be formalized. “Could this be part of the learning and growth dimension of the proposed BSC?” he thought to himself. Second, the company had invested significantly in weaver development (through JRF) and their engagement through recently implemented programs. Although he recognized the importance of achieving this integration, he also realized that it was not going to be easy.
Finally he knew that JRCPL was keen on developing standard operating procedures (SOP). He knew about the timeliness and quality issues and wondered if the focus on developing SOPs was motivated by these issues or whether the company believed it needed to do this to ensure a degree of standardization across the large and spread-out weaver base. Regardless, he recognized that JRCPL was keen about this. He then wondered about the extent to which weavers should be involved in this process and whether their involvement was critical to successfully implement the Bunkar Sakhi program. How should this be rolled out? Who should be involved in this process? How can weavers be made to appreciate the importance of quality and timeliness as important factors for customers? How could technical terms be translated into terms that weavers would be able to understand and relate to? What would be the possible outcomes and/or implications of such an exercise?
“This will be a very interesting ‘management control journey’ for the Jaipur Group,” thought Professor Klassen as he sipped his afternoon tea. He had many questions, but he also had to come up with some suggestions before his next visit to JRCPL.
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1. ₹ is the currency symbol of the Indian rupee; the exchange rate as of April 14, 2016, was ₹1 = U.S. $0.01502.
2. The formal statements are directly from the company’s internal documents and promotional material or adapted from these sources, unless mentioned otherwise.
3. One of Mr. NKC’s two sons decided not to join the business.
4. D. Vijay and G. Prabhu, “Jaipur Rugs: Weaving Together 40,000 Artisans,” unpublished case, 2013.
5. R. Tyagi, “Sustaining by Working at the Bottom of the Pyramid: A Case of Indian Rugs Manufacturing Company,” Societal Studies, 4 (2), 2012, pp. 427-442.
6. J. Anderson, N. Henning, M. Ntiru, and S. Senior, “Jaipur Rugs: Connecting Rural India to Global Markets,” Case 1-428-849, William Davidson Institute, 2010. Information in this paragraph is adapted from the Anderson et al case, as well as from data collected through interviews with key individuals at JRCPL.
This case was prepared for inclusion in SAGE Business Cases primarily as a basis for classroom discussion or self-study, and is not meant to illustrate either effective or ineffective management styles. Nothing herein shall be deemed to be an endorsement of any kind. This case is for scholarly, educational, or personal use only within your university, and cannot be forwarded outside the university or used for other commercial purposes.
2024 Sage Publications, Inc. All Rights Reserved
The case studies on SAGE Business Cases are designed and optimized for online learning. Please refer to the online version of this case to fully experience any video, data embeds, spreadsheets, slides, or other resources that may be included.
Table 1: Quality Costs: July 2014-June 2015
Figure 1: relationships within jaipur group.
Figure 2: JRCPL’s Supply Chain
Table 2: Delay Status: July 2014 – June 2015
Source: Jaipur Group
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Swot analysis of jaipur group a management control journey.
Home >> Ima >> Jaipur Group A Management Control Journey
Jaipur Group A Management Control Journey SWOT Analysis
Introduction.
The business offered more than 200 activities in its amusement park together with seasonal activities based upon the cultural environment of its parks in numerous countries and cities and the business was extremely diversified. In addition, in order to make sure the maximum customer complete satisfaction, the business had offered commitment programs to increase check outs of duplicated consumers. In order to expand into new cities and countries, business had actually embraced franchising model so that the business could safeguard its earnings and profits from the threat of decline of various currency.
Problem Statement
The business faced increased global and domestic competition due to changing consumer choices, changes in the entertainment industry trends as a result of growing demand of theme parks and increasing client's interest in customization and material due to high internet penetration and use of wise gadgets. In addition, business suffered substantial decline in earnings as outcome of devaluation of local currency against the U.S dollars. In order to secure, itself from increased competitors and maintain its acknowledgment as a key player in the worldwide entertainment industry, the business proposed 4 strategies, but was concerned which of the strategic option would offer high value to the company and lines up with its organisation model and core values.
Internal Analysis
SWOT Framework:
- Business has a substantial geographical reach, customer base and preserves a strong brand identity.
- Business's emphasis on continuousproduct innovation, making it possible for business to maintaininga strong market position and to enhance its client fulfillment.
- The business had been quite effective in accomplishing moms and dad's choice and was highly trusted due to its business model of supplying safe education and discovering environment to children by collaborating with schools, industry networks and teachers.
- Jaipur Group A Management Control Journey case analysis parks are extremely chosen by children, as it provides 200 plus activities, 90 different trades and professionals to be carried out by each child and other advantages, such as: commitment programs.
Weaknesses:
- The business has experienced absence of monetary and technical resources, which has limited its ability to grow its organisation locally and worldwide.
- Jaipur Group A Management Control Journey case help is dealing with increasing devaluation of Mexican Peso, which has actually resulted in declining of the financial efficiency.
- The business has lack of experience and knowledge of operating in style and theme park in industry, which has restricted its diversity in the extremely demanded and lucrative amusement park industry.
- Jaipur Group A Management Control Journey faces extreme competitors from domestic and worldwide competitors together with rapidly changing trends of show business and client choices. This might lead to company losing its identity as a strong brand name and key player
- Business experiences an increased threat of replication of its company model by different competitors. Business model is the core strength of the business and the primary factor of company's success.
- The increasing decline of Mexican Peso against the U.S. dollars might decrease business's monetary stability.
Opportunities:
- The business can avail the opportunity of increasing need of amusement park in U.S. by entering the U.S. show business.
- Considering the high internet penetration in Mexico, business can benefit from this chance by developing an interactive digital platform for marketing its business and drawing in maximum clients.
SWOT Analysis
Vrio analysis:.
In order to examine the business's abilities, resources and competitive advantage, VRIO framework is used.
VRIO Analysis
External analysis.
Porter Five Forces Framework:
Bargaining power of supplier:.
The bargaining power of supplier appears to be low, thinking about the fact that Jaipur Group A Management Control Journey is a popular international brand name with a large customer base. The suppliers of the business, that include: Sponsors, commercial partners and shopping center would wish to sustain their association with the brand due to the ensured earnings and positive image.
Bargaining Power of Customer:
The bargaining power of Jaipur Group A Management Control Journey case analysis customers in Mexico appears to be low as there are couple of regional parks located in Mexico, providing appealing and ingenious services which Jaipur Group A Management Control Journey, Mexico uses to its customers. The bargaining power of customers of the total indoor entertainment industry appears to be high as there are lots of gamers in the worldwide home entertainment industry therefore, the changing cost for consumers will be lower.
Threats of New Entrants:
The threat of new entrant in the entertainment appears to be high thinking about big development prospects in the show business and less investment requirement due to an increased market performance as a result of intro of digital platforms. Nevertheless, as establishing recreational and theme park need big capital, the hazard of brand-new entrants in overall entertainment industry seems lower.
Rivalries among Competitors:
There appears to be severe competitors in the global and domestic market as a result of increased number of amusement and style parks in the U.S, which consist of: Walt Disney, 6 Flags and Sea World. Other rivals which postured a severe threat to the organisation's operations included Kidzmondo, a Lebanese business and Divercity, a Latin American service.
Threats of Substitutes:
The threat of substitute in the total entertainment industry appears to be high thinking about different alternatives are readily available for kids which includes theme park, theme parks, mobile apps, TV shows, game, increased use of phones and gadgets and high web penetration.
Porter’s Five Forces Model
Pestle framework:.
The business's operations and tactical decisions are affected by different political aspects, such as: undesirable laws and policies in relation to product trade, security or acquisition of intellectual property and high tax rates in particular cities. In addition, the foreign federal government might refuse to allow the business to establish a park in the country affecting its strategic choices. In addition, political instability in the countries where Jaipur Group A Management Control Journey operates will impact its business and growth substantially.
Economical:
This recommend that the organisation's choice to expand its operations to Doha will be useful. On the other hand, the Currency of Mexico, which shows that the currency of Jaipur Group A Management Control Journey case analysis is diminishing against the U.S dollars, affecting the company's profitability and financial stability.
The social factors such as high internet penetration, usage of social networks, Mobile Apps and games have actually shifted the kids's focus from visiting local parks to spending times on their devices. This has actually impacted the company's company locally and globally. In addition to which, the kids's needs and preferences have actually changed from checking out local parks to visiting theme and amusement parks, such as: Disney.
Technological:
Promoting and incorporation innovation in its company design have actually been the essential success factors for the company. The business extremely believes in bringing new services and introducing brand-new activities in order to engage and draw in the children. The organisation is thinking about to present an online platform to market its services to the consumer at lower expense.
Jaipur Group A Management Control Journey case solution is an extremely varied business, therefore, it is extremely subjected to discrimination laws relating to employee's recruitment, respecting the cultural differences and using cultural related activities. The company is exposed to high compliance with healthy and safety laws in relation to offering secured and safe environment to consumers and labor force. In addition, the business has an obligation to adhere to laws pertaining to facility of park thinking about the physical and psychological secure.
Environment:
Business is subjected to environmental laws as facility of national forests, leading to soil erosion, triggering a disturbance to wild life as well as an increased sound pollution. In addition, the national forests go through other environmental issues, such as water shortage, environment modification and tourists attraction.
PESTEL Analysis
Proposed strategies:.
Alternative 1- Growth in Number of Parks:
Thinking about, higher development potential customers for show business in North America, it was proposed to establish six to 8 parks in 15 metropolitan cities of America at an expense of 30 million for each park. From quality point of views, the strategy seems feasible considering higher revenues will be generated as outcome of operating in large cities as compared to the smaller sized markets. Similarly, the business has a substantial experience in structure bigger parks in metropolitan cities.However, the business does not have any experience of operating in America, for that reason thisstrategy appears to be dangerous.
Alternative 2- New Formats (Entering into Small markets):
This strategy includes theconstruction of small parks in little cities with greater GDP development and population, such as: Doha. This would result in smaller sized profits as compared to operating in larger cities and needs less investment.Growth will be attained as compared to other parks as restricted activities will be availed thinking about the small size of the park, which will allow the consumers to check out once again to obtain other services.
Alternative 3- Interactive Digital Platform:
The proposed strategy involves the intro of an interactive digital platform for the function of strengthening the relationship with children by offering physical experience of the park in a virtual world. Thinking about thefact of high penetrationofinternet and use of phones and electronic devices, the business will be able to draw in optimal variety of client through this method.
Alternative 4- Content Development:
Considering higher development potential customers in the film market, the technique appears to be a viable option.However the preliminary investment needed for the job requires to be kept under factor to consider. The method may not be appropriate by the business considering the reality that the worldwide development and presence will not be accomplished by employing this method.
Alternative Solutions
Financial Evaluation of Alternatives:
In order to evaluate the financial practicality of each option, capital projection for a period of 10 years has actually been carried out.
Data and Assumptions
It is approximated that the job will achieve internal rate of return of -2% and 4% and NPV of -1725 million and $-65 millionin Mexican Peso and dollars. It is predicted that the income will grow by 3 percent each year, which is based on the real income growth achieved in the year 2013-2014. Other basic assumptions which has been utilized to assess the alternatives, including the discount rate of 10%, depreciation rate of 3%, EBITDA margin of 21.8% and tax rate of 15%.
Alternative-1 Valuation
Business will accomplish IRR of -6% and -0.5% and NPV of -1074 million and -50 million in Mexican Peso and dollars. The unfavorable NPV and IRR of the job suggests that expanding service by targeting smaller sized markets is not a possible option.
Alternative-2 Valuation
The business will achieve IRR of 30% and 38% and NPV of 864 million, and 92.6 million in Mexican Peso and dollars. This suggests that from monetary perspectives, the technique seems lucrative and has the prospective to supply higher returns. The method will need an investment of $45 million, which is higher as compared to other alternatives.
Alternative-3 Valuation
Business will attain IRR of 33% and 41% and NPV of 1105 million and 115 million in Mexican Peso and dollars. The project needs preliminary financial investment of 45 million in Mexican Peso therefore, it might be hard for the business to finance the project considering the decreasing profits due to an increased competitors and currency devaluation.
Alternative-4 Valuation
Quantitative analysis summary, alternative valuation summary, recommendations.
Based on the analysis performed in the report, it will be recommended to business to utilize the 4th strategy i.e. grow business by investing into content creation in order to enhance client experience. The strategy is financially viable as it is estimated that maximum IRR and NPV will be produced through this task as compared to other alternatives. Likewise, due to an increased threat of brand-new entrants in addition to an intense competition among rivals, participating in larger cities will not be advantageous for the business.
Action Plan:
In order to implement the method of structure content production, the business would be required tohave collaboration with renowned businesses involved in content creation. These content creators will develop the material on the websites thinking about, the instructional need, altering preferences of kids and cultural aspects and aspects of local consumers. Business can also purchase established material from possible material suppliers, such as: Walt Disney, which will make sure operational performance is accomplished, functional costs of business is reduced and consumer interesting material is developed.
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CORPORATE SOCIAL RESPONSIBILITY A CASE STUDY OF JAIPUR RUGS
i need information
Related Papers
Manjima Bhattacharjya
GJESR Journal
Today the impact of CSR is beginning to be seen in companies throughout the world from Human rights to Social development. Various terms are often substituted for CSR like corporate citizenship, corporate ethics, environmental, social, and governance (ESG), among others. Companies have been using the concept of a triple bottom line for CSR. This approach takes into account the inter-connectedness of financial, environmental, and social factors. The triple bottom line is also sometimes referred to under the caption, “people, planet, profit.” This research paper has made an attempt to explain the Social development mechanism through CSR practices followed by Maharatnas Company. For this study I have taken samples of Indian Maharatnas Company to define their social development initiatives through CSR practices. The present study further explores the role of corporates in helping social development through a number of CSR initiatives started by the corporate under the guidance of new CSR regulation implemented by the government of India in 2013. The outcome of the study will help in bringing radical changes in social development through CSR practices. This study is based on secondary data, collected from the Websites of companies, existing research papers, journals, news papers etc. Keywords- Social development, Corporate Social responsibility, CSR Practices, Triple Bottom Line, Maharatnas Company & CSR Regulation.
sayali vengurlekar
The main purpose of the study is to know the status of corporate social responsibility (CSR) activities in Indian banking sector. The study is based on the primary data, collected through a structured questionnaire. Variables used in the study are: problems, benefits, motivating factors for adopting CSR, CSR activities focused on rural development, women empowerment, employee welfare, customer welfare, health care, education, environment protection, the charity & donation. Data analysis the Indian banks are making many efforts in many different CSR areas but still there is a requirement of more emphasis on CSR. The study has a scope of further research where the CSR performance of banks can be related to focusing many different areas of the banks and impact of their CSR activities on Banks.
Edupedia Publications
The real success of Indian democracy is being attributed to its social responsiveness towards all of its citizens. Nevertheless, in the endeavour of sustaining a true and vibrant democracy, the country strives very hard to extent the facilities and benefits to all strata of the society due to its constrained resources. Therefore, the Government of India needs a helping hand from corporate sector to ensure better standard of living of its people. In this regard, the corporate India is expected to play a constructive role by undertaking activities which may ultimately lead to social rejuvenation, development and empowerment of unprivileged people. If this happens, India is very proud to be one of the countries in the world to attain real inclusive growth. Hence, it is felt that Corporate Social Responsibility (CSR) activities of companies are really a key to unlock both economic and social disparities, which in turn, benefits the person in the last mile. Moreover, the Companies Act, 2013 has directed corporate India to work towards a growth based socio-economic-environment development model. The present book is an attempt to provide the emerging trends and best practices in CSR implementation, models of partnership, managerial and organizational challenges and issues in monitoring and evaluation of projects related to CSR in the public and private sector. I thank all paper contributors for their continued support, encouragement, inspiration to complete this task. Without their help it will be difficult task for me to complete this volume. Dr. M. Vasan
Dr. Jitender Loura
Dr. Kalpeshkumar L Gupta
Norazah Mohd Suki
AARF Publications Journals
Corporate Social Responsibility Practices and Management is generally understood as responsibility of any undertaking or business to work in an ethical and sustainable manner to ensure environmental protection and human well-being. In a current scenario the role of organisations in economy is not just the revenue generation but is also expected to integrate social, ethical and environmental aspects in their day-to-day operations. It is significant to get acquainted to the past researches done in particular field in order to recognize the opportunity and area for future research. The present study reviews the study done in a decade regarding realization, adaptation and implementation of corporate social responsibility practices in Indian organisations and its impact on their overall success in market as well as society. It is found that though organisations has started taking various initiatives towards social responsibility and there is a lot of information available on CSR spending of companies, little is known about how these companies are making their CSR practices innovative and at what extent and in what areas they are contributing towards society that forms the core of their success. This paper focuses on the Corporate Social Responsibility Practices in India: A case study of Andhra Pradesh.
Prof. Nagesh N Venkat
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C40 Good Practice Guides: Jaipur - Mahindra World City
Mahindra World City, Jaipur is a 3,000 acre integrated business city located in the fast growing Delhi-Mumbai Industrial Corridor. It is a Public-Private Partnership (PPP) between Mahindra Group and Rajasthan State Industrial Development and Investment Corporation (RIICO), and will be a home and workplace to over 300,000 people.
While in the early phases of development, the project has completed its Climate Positive Roadmap xiv that details the strategies and tactics to be pursued to achieve a Climate Positive outcome. Situated 25 km from Jaipur airport, Mahindra World City already houses more than 65 global and domestic multinational clients like Infosys, Wipro, JCB, Perto, Rexam and others, across its Special Economic Zone (SEZ) and Domestic Tariff Area (DTA) facilities.
As detailed in the Roadmap, Mahindra World City, Jaipur will have a net impact of reducing over 60,000 tCO 2 e per year, compared to a business as usual baseline of over 800,000 tCO 2 e.
Energy currently accounts for over 80% of the site’s total emissions. The project is pursuing three strategies to reduce that impact:
- Efficient use of energy in buildings;
- Efficient use of energy for utilities; and
- Use of renewable energy (solar).
Embracing flexibility to accommodate changes in technology, the plans for the Mahindra World City call for a minimum of 30% savings from energy efficiency strategies and at least 50% of rooftops dedicated to solar. The sustainable transport strategy for Mahindra World City utilises the ‘Avoid, Shift and Improve’ approach xv for developing a sustainable transport plan. The sustainable transport strategy also incorporates a variety of non-motorised and public modes of transport, thereby reducing the overall CO 2 impact from transport on-site.
Reasons for success
The project adopted a holistic approach to sustainable development right from the master-planning stage and prioritised infrastructure investments that are projected to help deliver carbon savings. With both partners – State Government and Mahindra World City – having a strong desire to deliver a sustainable new development, they were able to think creatively about how to expand the impact across the community and leverage additional investment opportunities, positioning them to better deliver a lower carbon outcome.
When/why might a city adopt an approach like this
This strategic approach will work well in a greenfield development or in cities that are growing rapidly, where there are opportunities to develop infrastructure at scale.
C40 Good Practice Guides
C40's Good Practice Guides offer mayors and urban policymakers roadmaps for tackling climate change, reducing climate risk and encouraging sustainable urban development. With 100 case studies taken from cities of every size, geography and stage of development around the world, the Good Practice Guides provide tangible examples of climate solutions that other cities can learn from.
The Cimate Positive Development Good Practice Guide is available for download here . The full collection of C40 Good Practice Guides is available for download here .
All references can be found in the full guide.
- Environmental
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February 2016
C40 Good Practice Guides: Bogotá – Zero Waste Program
November 2015
Building Energy Benchmarking Ordinance Supports Philadelphia’s ‘greenest city in America’ Goal
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Jaipur Foot to be Harvard Business School case study
Study on Jaipur foot as a business and healthcare model prepared by the university is ready and will be introduced tentatively next month
Jaipur: Jaipur Foot, the artificial limb which helped over more than 1.3 million people walk again, will soon become a case study for students of Harvard Business School in the US. The study on Jaipur foot as a business and healthcare model prepared by the university is ready and will be introduced tentatively next month in the university.
Physically challenged, particularly financially weak and underprivileged, people are helped with the Jaipur Foot by NGO, Bhagwan Mahaveer Viklang Sahayata Samiti (BMVSS), which manufactures the artificial limb and is the world’s biggest organization for the differently-abled.
The foot, which costs around ₹ 2,500, is given free to patients by the organization that was set by Devendra Raj Mehta more than three decades ago. It also makes arrangements for accommodation of patients coming from outstations.
“In the study by the business school, areas like creation of the model and its system, its sustainability, patient-centric management, technology and financial management have been covered," Mehta, chief patron of the organization, said on Saturday.
The study is conducted by Prof. Srikant Datar, an Indian American professor at Harvard Business School under India Research programme. “Around 60,000 people visit our centre annually and 24,000-25,000 people are fitted with the Jaipur Foot. We have fitted close to 1.35 million people with the artificial limb so far. This gives mobility and dignity to disabled," Mehta, former Sebi chairman, said.
“We have a patient-centric system and give the foot free of cost to all patients. We have open door facility and a patient is first admitted then he is registered," he said. Mehta said that the insight of the system would help business students understand how such a low-cost product could be sustained. PTI
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- City Architecture
Jaipur, Evolution of an Indian City
J aipur lies at a distance of about 200 miles from Delhi, 150 miles from Agra and 84 miles from Ajmer. Capital city of Rajasthan is located amidst the Aravali hill ranges at an altitude of about 430 m above sea level.
- Latitude – 26 55’
- Longitude – 75 50’
- The layout of the city of Jaipur wonderfully links the concept of a Shastric city with the practicalities of the chosen site.
- First, the straight line of the ridge suggested itself as the route for one of the main east-west thorough fares and building a road along its crest makes best possible use of the topography for the purpose of drainage.
- What followed then was to regularize the Amber-Sanganer road as a north-south route at right angles to it.
- The point of intersection would be one of the city’s main cross-roads (chaupar)
Although the location of the axes was determined, their extents were yet to be defined. The southern boundary of the city had to lie within the line of the Agra-Ajmer road. So by extending the NS road as far as possible southwards gives the first fixed dimension, the length of a side of a square and so establishes the size of the unit or module of the city.
A hunting lodge known as Jai Niwas. It was the king’s wish that this establishment come within the city.
A road cutting the plain from N to S linking Amber,the capital to Sanganer, the principal trading town. This road had to be preserved and controlled and therefore had to fall within the city’s boundaries
A second road ran E to W between the Mughal cities of Agra and Ajmer and placing the new city on this already established communication line would help secure its economic success. However since this was an imperial road that could not be encroached on, thus the city had to be contained to the north of this line.
Also, a natural ridge runs across the plain, N of the road and parallel to it, in a roughly EW alignment (with a slight deviation of15 deg. from the cardinal axes). The area to its S is flat while that to its N slopes down gently. In Shastric terms, this is an ideal arrangement as declivity towards the north-east Is considered the best site. In practical terms, the ridge too had to be accommodated.
The town has around it a masonry wall, 25ft. high & 9ft. thick, with eight gates.
The gates are:
- Chandpole Gate,
- Ajmeri Gate,
- Sanganeri Gate,
- Surajpole Gate,
- Gangapole Gate,
- Zorawar Singh Gate,
- and New Gate.
- The palace building covered two blocks, the town six and the remaining ninth block was not usable on account of steep hills. So this North-West ward was transferred to the South-East corner of the city, making the shape of the plan as a whole asymmetrical rather than square.
- The city’s division into nine wards was also in conformity with the Hindu caste system, which necessitated the segregation of people belonging to different communities and ranks.
- Even the lanes were named after the occupations of inhabitants such as Maniharon ka Rasta, Thatheron ka Rasta & many others.
- Following the directions of the Hindu Shilpa shastra, width of the main streets & other lanes were fixed. Thus the main streets of the city were 111ft. wide, secondary streets 55 ft. wide & the smaller ones 27ft. wide.
On the North of the main road from West to East are the Purani Basti, the Palace and Ramchandraji.
The principal bazaar leads from the western gate in the city wall, The Chandpole, passing in front of the Tripolia Gate, to the eastern city gate, the Surajpole.
- Public spaces can be divided into
CONCEPTUAL PLAN – CHAUPAR
CHAUPAR – It’s a square that occurs at the intersection of east west roads with three north south roads. Each chaupar is around 100m x 100m. Were used for public gathering on festive occasions. The distance between two chaupars is about 700m which is ideal for pedestrian movement. It has controlled façade treatment enveloping it.
View (above) of a main bazaar street – the width of the main roads was kept 39 1/4 gaz – 108 feet, secondary roads are half this size – 54 feet, the tertiary roads are 27 feet and the inner mohalla streets are 13 feet wide.
View of a chaupar today
- The main markets, havelis and temples on the main streets in Jaipur were constructed by the state in the 18th century, thus ensuring that a uniform street facade is maintained. The widths of roads were predetermined.
- According to a popular belief, the city was painted pink to celebrate the visit of the Prince of Wales in 1876, during the reign of Maharaja Sawai Ram Singh II, lending the city the name of ‘Pink City’.
- Junctions of the main axial streets formed the two square civic open spaces called chaupars (Badi chaupar and Chhoti chaupar). The width of the square chaupars was three times that of the main street.
- Historically, the chaupars were outlets for intense social use with water structures connected by underground aqueducts, supplying numerous sources of drinking water at street level. Presently, the centre of each chaupar has square enclosures with ornamental fountains.
- The streets and chowks (central open squares in a town) of the internal chowkries (sectors) with numerous clusters or mohallas were not predetermined; hence show a mix of grid iron and organic pattern, with the basic unit of built form being the rectangular haveli.
November 15, 2011 at 7:43 am
hey me a current student of hey me a current student of 5th yr architecture,mumbai.
i was researching and understanding the development and evolution of the city jaipur(spl the walled city). it was interesting to know how and why was the city planned. the research is related to my thesis topic of “URBANIZATION AND OVEROBERNIZATION”. i required a little help regarding that. i wanted to have the DP plan of jaipur splz a vector map [autocad plan of city jaipur]. It will be really helpful if u can provide me with the plan and help to know where can i get it from.
i just required the plan so i assure u of the security and safety issue abt the research and project of urs..
thanks a lot hoping to receive a reply from u soon
November 16, 2011 at 4:22 am
IT WILL BE REALLY HELP IF I IT WILL BE REALLY HELP IF I CAN REALLY GET THE AUTO CAD MAP OR VECTOR MAP OF THE CITY SPLZ ONLY THE WALLED CITY…… I M DOING A THESIS STUDY ON THIS PART OF JAIPUR AND I M IN NEED OF THE PLAN… plz can send me the plan or tell me where can i get it from plz
i ausre u of the safety and security abt it…
tanuj jain 5th yr B ARCH MUMBAI
December 12, 2012 at 5:37 pm
Your article Is a fantastic Your article Is a fantastic piece of research and I thoroughly enjoyed reading it. If possible would you be able to share some of your research or any sources that you have found useful? I am currently designing a hypothetical urban intervention in Agra and I have been to Jaipur and was very impressed with its urban structure to the extent that I intend to use it as a case study. Any correspondence would be much appreciated.
Lee Hodgetts Part 1 BA Architecture London Metropolitan University
April 7, 2014 at 5:38 am
old jaipur case study!!! old jaipur case study!!!
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Jaipur Group: A Management Control Journey By: Suresh Kalagnanam , Sumit Mitra & Margie Parikh Publisher: Institute of Management Accountants Publication year: 2016 Online pub date: May 08, 2017 Discipline: Management Control Systems, Accounting Theory DOI: https:// doi. org/10.4135/9781526426376 Keywords:
IMA EDUCATIONAL CASE JOURNAL 1 VOL. 9, NO. 2, ART. 1, JUNE 2016 ISSN 1940-204X Jaipur Group: A Management Control Journey Suresh Kalagnanam University of Saskatchewan Sumit Mitra ... marketing arm of the Jaipur Group that manages the marketing, sales, and distribution in the United States, and is the major consumer of JRCPL's products. Mr ...
Mr. NKC was able to build a business model of training individuals from rural communities to become high skilled weavers for his business. The Company was established as Jaipur Carpets in 1999 and renamed Jaipur Rugs Company Private Limited (JRCPL) in 2006.
The Jaipur Rugs case is unique in two respects: (1) the company has a strong social mission in addition to its business mission (in fact the mission and vision statements suggest that the social mission is relatively more important) and (2) the business model is unique in the sense that weavers are not employees and the manufacturing activity ta...
Length: 7 pages Data source: Generalised experience Topics: Dual mission; Social objectives; Rurally rooted business; Management control systems; Incentives; Balanced scorecard You must be logged in to access preview copies. Share a link: https://casecent.re/p/142073 Write a review | No reviews for this item View usage Login to add to your basket
8/20/2021 100% (3) View full document Students also studied Jaipur Group - Final Case (1).docx De La Salle University ACC 535M De La Salle University 5 PAGES REVISION of Case-2_-The-Moulder-Company_GROUP-2.docx JAIPUR RUGS.pptx SPMG_219.pdf
Jaipur Rugs is a handmade carpet manufacturer of India with a reach to about 40,000 artisans. The firm is delivering the value to the customers while concurrently improving the standard of living...
Till 2016, Jaipur Rugs - the social impact carpet company from Pink City founded by NK Chaudhary back in 1978 as Bharat Carpet Enterprises - was only into exports, and more a B2B firm.
Jaipur Group A Management Control Journey case help is dealing with increasing devaluation of Mexican Peso, which has actually resulted in declining of the financial efficiency. The business has lack of experience and knowledge of operating in style and theme park in industry, which has restricted its diversity in the extremely demanded and ...
57 2009 - JAIPUR case study appears in C. K. Prahalad's (Padma Bhushan Award winner) 5th edition of ―The Fortune at the Bottom of the Pyramid‖ ‗Excellence Award' by the Institute of Economic Studies 'Best SME for CSR ' by Business Today & Yes Bank Year 2009, added valuable recognition to the company, moreover because of the case ...
View Case - Jaipur Group (A Management Control Journey).pdf from SUPPMAN 101 at De La Salle University. ISSN 1940-204X Jaipur Group: A Management Control Journey Suresh Kalagnanam University of ... Study Resources. Log in Join. Case - Jaipur Group A Management Control Journey .pdf -... Doc Preview. Pages 7. Total views 8. De La Salle University ...
ISSN 1940-204X Jaipur Group: A Management Control Journey Suresh Kalagnanam Sumit Mitra Margie Parikh University of Saskatchewan Indian Institute of Management, Gujarat University Kozhikode INTRODUCTION themselves and their families. To this end, he developed a unique business model by training individuals in rural
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February 2016 Summary Mahindra World City, Jaipur is a 3,000 acre integrated business city located in the fast growing Delhi-Mumbai Industrial Corridor.
Mar 5, 2018 • 2 likes • 4,997 views A Aditya Jhunjhunuwala Follow Education Jaipur Rugs Case Study 1 of 17 Download Now Recommended Jaipur rugs-by Prashant Chauhan Dr. Prashant Chauhan Jaipur rugs company supply chain strategy Muhammad Khalid Jaipur rugs Supply chain management Muhammad Manan Mrs. fields cookies odc section c_group 9 Karan Jaidka
De La Salle University - Manila Ramon V. Del Rosario College of Business Case 4: Jaipur Group: A Management Control Journey In partial fulfillment of the requirements for the ACC 535M course Master of Business Administration Submitted by: Group 2 Abad, Dan Michael Calanog, Michelle Jane Estrada, Vanezza So, Denise Tolibas, Abigail Ann Marie Subm...
Jaipur Living is a retail wing of Jaipur Rugs based in Atlanta, Georgia, USA. All the children of N K Chaudhary have assumed management positions in the business after their education in USA. The elder daughters, Asha and Archana joined Jaipur Living as directors in 2003. The younger sister Kavita and brother Yogesh joined in
Archana Chaudhary, COO. Download Printable Version. Lanham Associates. Lanham Associates PO Box 922667 Norcross, GA 30010-2667 (678) 379-4200. Map & Directions. 30 S. Acoma Blvd., Suite 206 Lake Havasu City, AZ 86403 (928) 846-4909. Map & Directions.
Oct 10, 2019 • 8 likes • 9,059 views shubham sisodiya Student at Student Follow Design The case study is about the india's most well planned city that is Jaipur, Rajasthan. what is the urban sprawl in that city and how it grows that will expained in that. Read more 1 of 25 Download Now More Related Content What's hot (20)
Jaipur: Jaipur Foot, the artificial limb which helped over more than 1.3 million people walk again, will soon become a case study for students of Harvard Business School in the US.
4/29/2021 100% (1) View full document Students also studied test prep test prep LDEN/133 IBS Center for Management Research Jaipur Rugs - Empowering Communities at the Bottom of the Pyramid through Social Innovation This case was written bySyeda Maseeha QumerandGeeta Singh,IBS Hyderabad.
Jaipur, Evolution of an Indian City. Jaipur lies at a distance of about 200 miles from Delhi, 150 miles from Agra and 84 miles from Ajmer. Capital city of Rajasthan is located amidst the Aravali hill ranges at an altitude of about 430 m above sea level. The eastern Rajasthan, lying to the east and south east of the Aravalli divide includes the ...