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Leader Healthcare: Deciding on a Growth Strategy
Sonal Singh; Meeta DasguptaCase IVEY-9B17M006-EEntrepreneurship, StrategyLeader Healthcare India (LHC) was a medical devices importer firm that dealt primarily in respiratory and anesthetic devices. The company imported medical devices from U.S. manufacturers and, for the most part, performed its own marketing, sales, and service activities. In 2016, the director of LHC was concerned about LHC’s multiple failed efforts at market expansion. The company wanted to grow, but its attempts had been unsuccessful. Lack of hig...Starting at €8.20
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ibibo: Grow Independently or Sell
Meeta Dasgupta; S. Veena IyerCase IVEY-9B17M113-EEntrepreneurship, StrategyIn 2016, the chief executive officer of the ibibo Group, one of the largest players in India’s online travel sector, faced a major decision. MakeMyTrip, India’s market leader in online travel, had expressed interest in acquiring the ibibo Group. Should the ibibo Group’s chief executive officer accept the offer and give up partial or total control of the company, in return for growing with the market leader? Or should he continue with the business...Starting at €8.20
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Amazon and Future Group: Rethinking the Alliance Strategy
Meeta DasguptaCase IVEY-9B16M108-EStrategyIn 2014, the chief executives officers of Amazon and Future Group led their companies into an alliance that, while initially successful, encountered some difficulties in regards to discounts on their retail products. With the global retail industry standing at US$25.4 trillion in 2016, and the percentage of which e-commerce made up 7.4 per cent, the partners would have to decide if they should resolve their conflict and remain allies, or if they ...Starting at €8.20
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Oxigen: Nurturing the Mobile Payment Ecosystem in India
Sandip Mukhopadhyay; Meeta Dasgupta; M.P. JaiswalCase IVEY-9B15M124-EStrategyIn 2013, Oxigen Services India Pvt. Ltd. launched a money transfer service integrated with the infrastructure of the National Payment Corporation of India. The Oxigen Wallet, India’s first non-bank wallet, allowed instant money transfers to and from any bank account over an extensive ecosystem, with a large retail presence across India using point-of-sale terminals. Oxigen was a major provider of bill payment and merchant payment services, with c...Starting at €8.20
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Nukkad, the Chaitastic Teafé: Consider Efficacy in Growth Options
Bandinee Pradhan; Ritu Srivastava; Meeta DasguptaCase IVEY-9B18A003-EEntrepreneurship, MarketingIn December 2016, the founder of Nukkad, The Chaitastic Teafé Pvt. Ltd. (Nukkad), an organized tea café retail chain, was pleased to see that Nukkad had garnered positive reviews and ratings on numerous social media pages. He was proud of his social enterprise, which encompassed two cafés based in Raipur, Chhattisgarh, India. Since its inception in 2013, Nukkad had created quite a buzz for its distinctive initiative: it specifically employed yout...Starting at €8.20
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TerraPower
Sahlman, William A.; Nanda, Ramana; Lassiter, Joseph B.; McQuade, JamesCase HBS-813108-EEntrepreneurshipJohn Gilleland, CEO of TerraPower, returned to his office after a lengthy meeting with potential investors. It was October 2012, and TerraPower was in the process of raising a $200M Series C round to finance the ongoing development of its next-generation nuclear reactor. Though early in the fundraising process, Gilleland noted that this most recent conversation was similar to conversations with other interested cleantech growth equity investors. ...Starting at €8.20
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Getit
Nanda, RamanaCase HBS-813178-EEntrepreneurshipSidharth Gupta, CEO of Getit Infomediary Ltd, had just received a term sheet from Helion Venture Partners (Helion), one of India's independent venture capital firms, offering to invest Rs 200 million in return for an equity stake in the company. His dream of transforming Getit from a regional print company into a digital company with broad geographical reach was within grasp. However, Gupta had to act fast; Helion's term sheet would expire in a f...Starting at €8.20
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Oasys Water: Balancing Strategic Partnerships & Financing Decisions
Nanda, Ramana; Sahlman, William A.; Misra, SidCase HBS-815076-EEntrepreneurshipOasys Water had developed a proprietary water treatment technology based on an innovative forward osmosis process that could remove dissolved solids from water more effectively and efficiently than existing technologies. As Oasys looked to scale, it was exploring partnerships with various incumbent firms-the most serious were with a set of international oil and gas production companies (IOCs); a global oil and gas (O&G) services provider called N...Starting at €8.20
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Multi-Stage Financing of High-Potential Ventures
Nanda, RamanaCase HBS-815112-EEntrepreneurshipSuntech, a Chinese manufacturer of photovoltaic cells and solar panels, is the third largest solar company in the world. About 90 percent of its sales have been in Europe-especially Germany and Spain. But with its new "pluto" technology, and with new governmental subsidies in China, Japan and the USA, Suntech is shifting its focus-first to the USA, and then to China and Japan. And it has recently moved down-stream in the USA, into systems integra...Starting at €8.20
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Chai Point: Disrupting Chai
Ghosh, Shikhar; Nanda, Ramana; Tahilyani, RachnaCase HBS-818020-EEntrepreneurshipChai Point is India's largest organized chai retailer. It has missed its target for retail store openings by approximately 25%, goals that are very important to its investors who are also their board members. However, it has developed an exciting new Internet based tea dispenser, that has the potential to dramatically increase Chai Point's market opportunity and growth rate but can be seen as a change in their growth strategy. The founder needs t...Starting at €8.20