GVV Case

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This paper needs to be two page long! double-spaced, using #11 Times New Roman font (with normal character spacing) and margins which are one-inch. There is a question at the end of the case, write two page paper answering the question and discussing about the case in general..
The question is:
(Prabhat did not want to harm the client’s interests. He believed that all customers, whether
“small-ticket” or otherwise, deserved to be treated at par and given the same service quality.
However, he hesitated to mention this to Mohan as he felt Mohan would not assign much
importance to Saharsh. He thought of talking to Mr. Nilesh about this. He wondered how to
represent his views to him. And how would Mohan view his meeting with Mr. Nilesh?)

Mary C. Gentile, PhD, Director www.GivingVoicetoValues.org
Giving Voice to Values
Every Client Must Be Treated Equally? (A)1
Prabhat was born into a business family. Bowing to his father’s desire, he worked part-time in his family business during his college years. After graduation, Prabhat applied to various B-schools but did not succeed in gaining admission. He decided to work for a year before re-applying. In view of his emerging interest in the services sector, he chose to apply for and subsequently work with DNZ Financial Services (DNZFS).
DNZ Financial Services was a consulting firm which provided financial advice to various small and medium enterprises. It was started 25 years earlier by Mr. Nilesh, a Chartered Financial Analyst, and the firm offered advice on starting up a new organization/project; managing finances and tax matters; obtaining bank credit; and so on. The firm grew rapidl y2, adding bigger and better-known clients over time. To cater to the new clients, the firm offered support in the financing of large projects and other such services.
Three years previously, the firm became a private limited company. Over time, the revenues from services provided to large clients became much higher3 than those earned from smaller clients. In view of this development, the firm decided not to take on any new, small-scale
Amit Jain, Visiting Faculty, Praxis Business School, prepared this case with guidance and input from Professor Ranjini Swamy, Goa Institute of Management. This case was inspired by interviews and observations of actual experiences but names and other situational details have been changed for confidentiality and teaching purposes. The case has been prepared as a basis of class discussion rather than to illustrate either effective or ineffective handling of administrative situations.
2 The firm’s revenues had grown more than 20 times in the last 10 years 3 Hourly fees charged for such services were almost five times more than those charged to small scale clients for the types of projects they requested. Over time, revenues from small-scale clients contributed just 25% of the firm’s earnings.
This material is part of the Giving Voice to Values curriculum collection (www.GivingVoiceToValues.org). The Aspen Institute was founding partner, along with the Yale School of Management, and incubator for Giving Voice to Values (GW). Now Funded by Babson College. Do not alter or distribute without permission. © Mary C. Gentile, 2010 1