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Future Retail: Acquisition Spree and Beyond
Rakhi ThakurCase IVEY-9B19A001-EMarketing, StrategyFuture Retail Limited (Future Retail) had a unique business model and an aggressive growth strategy that helped to make it India's largest retailing organization. In 2017, Future Retail was expanding its network of stores, but a new retail landscape was emerging, as customers were shifting to e-commerce for large purchases, due to changing lifestyles and customer preferences, while continuing to shop at small mom-and-pop stores for smaller, quick...Starting at €8.20
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Crescent Petroleum-Dana Gas: Negotiate, Mediate, Arbitrate
Fabbe, Kristin E.; Reinert, Sophus A.; Cisneros, NathanCase HBS-718052-EEconomicsStarting at €8.20
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Almarai Company: Milk and Modernization in the Kingdom of Saudi Arabia
Fabbe, Kristin E.; Al-Amin, Safwan; Cekin, Esel; Kindred, NatalieCase HBS-719020-EEconomicsWith SAR 14 billion ($3.7 billion) in 2017 revenues, Almarai was Saudi Arabia's largest dairy producer, distributor, and marketer, with a large portfolio of branded dairy products, juices, bakery goods, and infant formula and a sales presence across the Gulf region, Jordan, and Egypt. Almarai employed some 42,000 people across its operations, from its massive dairy farms to its processing plants to its vast sales and distribution operation that r...Starting at €8.20
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Metro Cash & Carry: Profitability in the Indian Market
Rakhi ThakurCase IVEY-9B20A048-EMarketing, StrategyMetro Cash and Carry India Private Limited (Metro C&C) was a chain of wholesale stores owned by the German retailer Metro Group, which opened its first store in India in the southern city of Bangalore in 2003. By 2018, the company led the cash-and-carry segment of the Indian wholesale market, but was still not profitable. It faced challenges related to high real estate costs, competition from domestic and international wholesale firms, and compet...Starting at €8.20
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DMart: Disrupting Food Retailing
Rakhi ThakurCase IVEY-9B18A001-EEntrepreneurship, Marketing, StrategyIn early 2017, 15 years after being launched, DMart was India’s second-largest and most profitable food and grocery retailer. To achieve its stellar growth, the company had followed a no-frills, limited assortment model and had restricted itself to limited geographies within the country. The company was listed in the capital market and attracted very favourable views from investors. As a listed company, DMart might be expected by shareholders to ...Starting at €8.20
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Hindustan Unilever Limited: Missed Call Mobile Marketing in Rural India (A)
Rakhi ThakurCase IVEY-9B15A037-EMarketing, StrategyHindustan Unilever Limited (HUL) had always focused on new and innovative ways to connect with rural customers in India. However, like many players in the market, the company found it challenging to reach certain areas. Popular media channels like television and radio were limited in rural India, and power cuts further reduced the reach of electronic media. Yet mobile penetration was relatively high and growing. Inspired by the success of its mob...Starting at €8.20
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Hindustan Unilever Limited: Mobile Marketing in Rural India - Kan Khajura Tesan (B)
Rakhi ThakurCase IVEY-9B15A038-EMarketing, StrategyThis is the second case in a two-case series. See also href=https://www.iveycases.com/ProductView.aspx?id=72903>9B15A037.Starting at €5.74
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Mahindra & Mahindra: Marketing a Low-Priced Mini-Tractor
Rakhi ThakurCase IVEY-9B16A031-EMarketing, StrategyMahindra & Mahindra Limited was the largest manufacturer of farm equipment in India, with a more than 40 per cent market share. It manufactured five different tractor brands in the domestic market, including a brand of mini-tractor, the Yuvraj 215 NXT. This brand was targeted at small farmers with less than two hectares of land, who were primarily dependent on bullocks or power tillers for farming but aspired to own a tractor to increase producti...Starting at €8.20
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Modernization
Fabbe, Kristin E.Case HBS-719040-EEconomicsThe Inside the Case video that accompanies this case includes teaching tips and insight from the author (available to registered educators only). In 2005, Teruo Yabe is asked to revive Tessei, the 669-person JR-East subsidiary responsible for cleaning its Shinkansen (""bullet"") trains. Operational mistakes, customer complaints, safety issues, and employee turnover are at or near all-time highs, even as the demands on Tessei continued to grow. ...Starting at €8.20