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Embrace (B): Opportunity Assessment
Mridula Anand; Anand Nandkumar; Charles DhanarajCase IVEY-9B13M005-EEntrepreneurship, StrategyAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part B of a four-part series, which also includes 9B13M004, 9B13M006 and 9B13M007.Starting at €5.74
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Embrace (C): Competing with Incumbents
Mridula Anand; Anand Nandkumar; Charles DhanarajCase IVEY-9B13M006-EEntrepreneurship, StrategyAWARD WINNING CASE - Indian Management Issues and Opportunities Award, 2013 European Foundation for Management Development (EFMD) Case Writing Competition. Part C of a four-part series, which also includes 9B13M004, 9B13M005 and 9B13M007.Starting at €5.74
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Levi Strauss & Co.: Aprovisionamiento Global (A)
Paine, Lynn Sharp; Katz, Jane PalleyCase HBS-309S43Knowledge and CommunicationEn 1993, los altos directivos en Levi Strauss & Co., el mayor fabricante de la marca de ropa del mundo, estaban decidiendo si la empresa debe tener una presencia comercial en China, teniendo en cuenta los derechos humanos y otros problemas allí. El Grupo de Política de China ha pedido a utilizar "enfoque de razonamiento de principios" de la compañía para hacer una recomendación basada en los valores éticos de la empresa y las directrices de abast...Starting at €8.20
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Oral Insulin: Breakthrough Innovation at Biocon
Nita Sachan; Prasad Kaipa; Anand Nandkumar; Charles DhanarajCase IVEY-9B11M065-EEntrepreneurship, Service and Operations Management, StrategyThis case deals with the innovation challenges of a medium-sized firm (under $1 billion) in an emerging economy (India), particularly the challenges of product development and commercialization. The management has to decide how to proceed with a promising novel formula for oral insulin — promising both in terms of financial returns as well as social impact. The company has spent several years of research and development in getting the drug throug...Starting at €8.20
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Cumi India's Global Strategy: The China Puzzle
S. Ramnarayan; Charles Dhanaraj; Krithiga SankaranCase IVEY-9B13M023-ELeadership and People Management, StrategyCarborundum Universal Murugappa International (CUMI) was a leading abrasives manufacturing company based in India with global operations in Russia, South Africa and China. In the global abrasives business, China held 50 per cent of the raw materials for the industry. China was also the largest market for abrasives worldwide and was expected to contribute to one third of the global demand for abrasives. CUMI had the vision to become a global leade...Starting at €8.20
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Nokia India: Battery Recall Logistics
Charles Dhanaraj; Narendar Sumukadas; P. Fraser Johnson; Monali MalvankarCase IVEY-9B11D003-EEntrepreneurship, Service and Operations Management, StrategyThis case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in Indian mobile devices. India, incidentally, was also Nokia’s second-largest market, next only to China. Suddenly, what corporate headquarters considered a routine product advisory for a defective battery resulted in panic in customers after the Indian media widely publicized the potential dange...Starting at €8.20
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Bayer CropScience in India (B): Value-Driven Strategy
Charles Dhanaraj; Oana Branzei; Satyajeet SubramanianCase IVEY-9B10M062-ELeadership and People Management, Marketing, StrategyThis supplement to Bayer CropScience in India (A): Against Child Labor focuses on Bayer’s formulation of a value-driven strategy with three pillars: communication, implementation, and education.Starting at €5.74
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A Bomb in Your Pocket Crisis Leadership at Nokia India (A)
Charles Dhanaraj; Monidipa Mukherjee; Hima BinduCase IVEY-9B10M064-EStrategyThis case addresses the theme of crisis leadership in a multinational enterprise in order to help students internalize the critical challenges of a multinational company in an emerging market. In August 2007, a routine product feedback and defect analysis process identified a defective batch of batteries supplied by a Japanese vendor. India happened to be the recipient of the largest proportion of the defective batch. Nokia’s corporate communicat...Starting at €8.20
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Levi Strauss & Co.: Global Sourcing (A)
Paine, Lynn Sharp; Katz, Jane PalleyCase HBS-395127-EIn 1993, senior managers at Levi Strauss & Co., the world's largest brand-name apparel manufacturer, were deciding whether the company should have a business presence in China, given the human rights and other problems there. The China Policy Group has been asked to use the company's "principled reasoning approach" to make a recommendation based on the company's ethical values and newly-adopted global sourcing guidelines.Starting at €8.20
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Nokia India: Battery Recall Logistics (Spanish Version)
Charles Dhanaraj; Narendar Sumukadas; P. Fraser Johnson; Monali MalvankarCase IVEY-9B11DS003Entrepreneurship, Service and Operations Management, StrategyThis case presents the challenge faced by Nokia India in 2007. Nokia had built a strong brand reputation over a ten-year period and was a market leader in Indian mobile devices. India, incidentally, was also Nokia’s second-largest market, next only to ChiStarting at €8.20