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Xiaomi: Selling Across the Border
Harvinder SinghCase IVEY-9B21M031-EStrategyXiaomi India Private Limited (Xiaomi India), a subsidiary of the Chinese smart phone company Xiaomi Corporation, controlled a major share in the Indian market. However, its dominance was threatened by geopolitical tensions between India and China. The two countries shared a 4,000 kilometre border and a history of dispute over the border’s actual demarcation. Tensions brewing over the international border during early 2020 precipitated an armed cl...Starting at €8.20
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Nestlé India Limited: Maggi Noodles at War with the Regulators
Harvinder Singh; Rashmi Kumar Aggarwal; Rajinder Kaur; Rita GhialCase IVEY-9B16M034-EStrategyOn May 21, 2015, food inspectors in the North Indian state of Uttar Pradesh tested Maggi instant noodles that had been manufactured by Nestlé India Limited. Their results led them to declare that the samples contained higher-than-permissible levels of monosodium glutamate and lead — substances that could, at those levels, potentially cause harm to consumers. The well-known brand accounted for 26 per cent of Nestlé India Limited’s annual revenue, ...Starting at €8.20
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Lawrence & Mayo Envisioning the Future
Harvinder Singh; Srini R. SrinivasanCase IVEY-9B15A066-EEntrepreneurship, Marketing, StrategyThe director of marketing for Lawrence & Mayo (L&M) was reviewing the company’s results for the past financial year. Far from encouraging, the results were a reflection of an addition to the company’s existing product portfolio: accessories. L&M was an established name in the field of ophthalmic and optical instruments. The prestigious brand had maintained an exclusive positioning for over 100 years. When L&M launched premium watches under its ex...Starting at €8.20
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Maruti Suzuki India Limited: Marketing
Sanjeev Prashar; Harvinder Singh; Anshu KatiyarCase IVEY-9B13A001-EMarketing, StrategyMaruti Suzuki India Limited, India’s largest car manufacturer and the only company in that country to have crossed the 10 million sales mark, was struggling with labour problems in one of its manufacturing units. As a result, it was rapidly losing its market share to competitors and its position as market leader was at stake. The strike not only damaged property at the plant and caused one death and hundreds of injuries, it also heavily impacted ...Starting at €8.20
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Maruti Suzuki Limited: Industrial Relations
Rashmi Kumar Aggarwal; Harvinder Singh; Rajinder KaurCase IVEY-9B13C009-ELeadership and People ManagementIn 2011, Maruti Suzuki India Limited (MSIL), India’s largest car manufacturer, had three strikes in its new plant in Manesar, India. Although workers wanted recognition of a new union along with improved working conditions, MSIL insisted that workers be represented through the existing union that operated at a nearby plant. Tensions escalated to the point of violence and the matter caught the attention of national media, political parties, nation...Starting at €8.20
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COSCO: Implementing Sustainability
Marquis, Christopher; Yin, Juelin; Yang, DongningCase HBS-412081-ELeadership and People ManagementIn January 2005, China Ocean Shipping (Group) Company (COSCO) announced it would join the United Nations Global Compact (UNGC). At that time, COSCO initiated sustainability reporting practices in line with the UNGC, and over the next six years these efforts evolved into an information technology platform integrating all the company's sustainability processes and indicators. In fall 2011, the company's leadership considered the following strategic...Starting at €8.20
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Chairman Zhang and Broad Group: Growth Dilemmas
Marquis, Christopher; Dai, Nancy Hua; Yin, JuelinCase HBS-412095-ELeadership and People ManagementTo maximize their effectiveness, color cases should be printed in color. Zhang Yue, founder and chairman of Broad Group, had developed a series of innovative products aimed at solving China's environmental problems. Broad Group's products, services, and management were guided by values that prioritized morals, responsibility, environmental protection, and energy conservation over company growth and profit. Zhang's current focus was Broad Sustaina...Starting at €8.20
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China Greentech Initiative (CGTI)
Marquis, Christopher; Villa, Laura Velez; Yin, JuelinCase HBS-412105-EAt the end of 2011, the founders of the China Greentech Initiative (CGTI) wanted to grow the company while respecting its unique hybrid business model that combined a collaborative open source community with more traditional strategic research services. The case follows CGTI from its initial goal of establishing a road map for the Chinese green technology market, to further catalyzing the sector through a combination of collaborative network buil...Starting at €8.20
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Fei Cheng Wu Rao (If You Are the One): The Media as a Reflection of Society
Marquis, Christopher; Yang, Zoe; Yin, JuelinCase HBS-414056-EAs Fei Cheng Wu Rao, China's most popular entertainment program, enters its fourth year, company leaders grapple with questions of how to keep the show fresh and reach new markets. In particular, the show is poised to expand to Africa, yet there are significant questions about how to tailor a program designed to capture the attention of a unique demographic within China to new cultural contexts.Starting at €8.20
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Paytm: Facing a Targeting Dilemma in a Competitive Market
Harvinder Singh; Bikramjit Rishi; Rahul Batra; Rohith K RCase IVEY-W27743-EDecision Analysis, MarketingPaytm was India’s first digital wallet service provider. It revolutionized the country’s digital payments landscape, but it was slow to adopt Unified Payments Interface (UPI) payments. The entry of WhatsApp into the digital payments industry on November 6, 2020 intensified the competition in the UPI segment of the market that Google Pay and PhonePe already dominated by focusing on person-to-person (P2P) transactions. With a strong 400-million use...Starting at €8.20